APRIL 2017
UNDERSTANDING DISRUPTION The future is now!
SPECIAL 18-PAGE TRAINING SECTION
Advantages of upskilling
WorldSkills Getting set for Abu Dhabi
TDAFA: BENEFITS OF BELONGING RMI UPDATE: RMI PRESIDENT HONOURED BY THE IMI; SPECIAL RMI REGIONAL EXECUTIVE MEETING;
www.automobil.co.za TRANSFORMATION HIGH ON NAACAM’S AGENDA; RMI RESOLVES TOWING ISSUE; MAHLE OPENS OFFICES IN GAUTENG; HAT-TRICK FOR MONROE'S JUAN; B-BBEE: ENTERPRISE AND SUPPLIER DEVELOPMENT
APRIL 2017
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22 -APRIL NOVEMBER 2014 2017
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CONTENTS – APRIL 2017 COLUMNS
P24
5 Driver’s Seat: Jakkie Olivier, CEO of the RMI 7 Editor’s Letter: Wynter Murdoch 9 Hot Stuff! New product showcase 68 Frequently Asked Questions: Answers from experts 74 Tailpiece: Paving the autonomous path UPDATES 12 News 28 Benefits of belonging
Editor: Wynter Murdoch wynter@thefuture.co.za Sub-editor: Peggy Lendrum peggy@thefuture.co.za Design and layout: Heinz Bawa heinz@thefuture.co.za
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RMI Review
RMI President honoured by the IMI; Special Regional Executive Meeting in the Western Cape; Transformation high on NAACAM’s agenda; RMI resolves towing issue; Mahle opens offices in Gauteng; Hat-trick for Monroe’s Juan
Reporters: Ryan de Smidt ryan@thefuture.co.za
COVER STORY
Reuben Van Niekerk reuben@thefuture.co.za Publisher: Richard Lendrum richard@thefuture.co.za Production: Mabel Ramafoko mabel@thefuture.co.za
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WorldSkills: The Road to Abu Dhabi
The WorldSkills National Competition held recently in Durban paves the way for South Africa’s winners to pit their skills against the world’s best at the international finals in Abu Dhabi
P58
TRAINING
Advertising Sales Executives: Enver Lawangi, Greg Surgeon, enver@thefuture.co.za greg@thefuture.co.za Future Publishing (Pty) Ltd 247 Jan Smuts Avenue, Dunkeld West, Johannesburg PO Box 3355, Rivonia, 2128 Tel: +27 (11) 327-6107
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RMI Automobil’s Editorial Sub-Committee: Chairman: John Ellmore; Gary McCraw, Gideon de Klerk, Denice Grobler, Shamika Singh, Danelle Van Der Merwe, Wynter Murdoch, Greg Surgeon, Jakkie Olivier, Jan Schoeman
Automobil is the official journal of the Retail Motor Industry Organisation (RMI) which hosts 14 constituent associations: ACRA (component remanufacturers); ERA (engine re-builders and automotive engineers); MDA (motorcycle, scooter, quad and jet-ski/outboard engine dealers); MIMA (Motor Industry Manufacturers’ Association); MIWA (the full spectrum of workshop operators); MPEA (wholesale and retail part dealers); NADA (new and used car and truck dealers); NAZA (number plate association); VTA (vehicle testing); SADFIA (diesel pumproom operators); SAPRA (Fuel resellers, convenience store and car wash operators); SAMBRA (collision repairers and automotive refinishers); SAVABA (vehicle body builders) and TDAFA (tyre dealers and fitment centres).
Automobil is available to purchase from the publishers at R25 a copy. Automobil is published by Future Publishing (Pty) Ltd and produced for the Retail Motor Industry Organisation. Opinions expressed in Automobil are not necessarily those of the publishers or the Retail Motor Industry Organisation. Permission to republish any article or image or part thereof must be obtained in writing from the publisher. © Future Publishing (Pty) Ltd.
AIDC: Training update; BOSCH: Moving with the times; TRIPLE-E: Advantages of upskilling; CDK: Increasing profitability; NOSA: Solving a transport dilemma; ARVATO: Training online; BASF: Getting the process right; ATE: Breaking the mould; SEWELLS: Winning the next customer
FEATURES 20
Understanding Disruption The motor industry is set to undergo radical change, according to South African futurist Dr Graeme Codrington
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Volkswagen’s African Experiment
Sights set on developing the nameplate across sub-Saharan Africa
Goodyear claims its 360 Urban concept tyre is the first to be powered by Artificial Intelligence
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Tyre of the Future
Inner Workings of Unusual Engines
Jake Venter examines some engines you don’t see every day
Time and effort spent trying to settle a labour dispute may prove costly in the long run
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Hedley Judd, Director of the TDAFA, outlines some of the work he’s been involved in since taking office
Settlement Agreements Read the Fine Print!
The real meaning and consequence of the term, domicilium citandi et executandi
Good Salesmanship
Without the right set of tools, sales people may be talking customers out of deals
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BENEFITS OF BELONGING A short summary of the benefits of RMI membership
The RMI has represented the retail motor industry and its members for more than 100 years. With more than 7 500 member businesses, our unity is our strength. RMI representation at often volatile and disruptive centralised wage negotiations. Professional industrial relations advice by expert specialists, ensuring procedural and substantive fairness when disciplining staff. Industry labour relations seminars focused on the rules, agreements and industry-specific topics that affect retail motor industry businesses. Chairing of disciplinary hearings and AUTOMATIC entry and representation at the CCMA, DRC and Labour Court. Representation at various MIBCO and Industry-related Boards and committee structures.
Affiliation to reputable organisations recognised by Government, big business, consumers and relevant stakeholders like Business Unity SA (BUSA). Protection against one-sided legislative changes or new laws and regulations. Exceptional CPA support and member assistance during defence cases at the National Consumer Commission (NCC) and the Motor Industry Ombudsman of South Africa (MIOSA). Facilitation of a business-to-business complaint where both parties are RMI members, with a complaint resolution rate in excess of 95%. Quality and Standards function – representing the retail industry at various South African Bureau of Standards (SABS) committees and working groups. Representation at the National Regulator for Compulsory Specifications (NRCS), defending our industry when compulsory specifications and standards are compromised.
The informative Automobil magazine and weekly web letters that facilitate two-way communication and create consumer and industry awareness. The RMI is regularly invited to comment on industry topics by both print and broadcast media, and participates in and hosts numerous conventions and shows. Associational accreditation ensures ongoing development and implementation of commercial value propositions specific to the association. Training needs and representation via merSETA and W&RSETA. We actively drive industry-wide training and apprenticeship issues through our position on the merSETA Board and our involvement with the Technica manuals. Representation at the Moto Health Care Fund, Industry Provident Funds and the Sick, Accident and Maternity Pay Fund. The RMI offers industry-specific products like RMI4BEE / RMI4LAW / RMI4OHS /RMI4SURE.
Need to get hold of the RMI? Turn to Page 8 of this issue for all the contact details
4 APRIL 2017
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DRIVER’S SEAT
Benefits of training International recognition for the RMI’s President, Jeánne Esterhuizen, regarding her contribution to training initiatives for the motor industry should serve as an example to RMI members of the value of investing in skills development in business, says Jakkie Olivier, CEO of the Organisation
I
n last month’s edition of Automobil, I discussed the topic of training and the value of ongoing skills development in business. At the time, I was aware of a significant event to be hosted during March by the UK’s Institute of the Motor Industry (IMI) that would invariably further emphasise the importance of training – and that is to recognise and reward extraordinary achievements in training specific to the motor industry. The RMI is very proud indeed that Jeánne Esterhuizen, President of the RMI, was nominated by a full IMI Board to be awarded an honorary IMI fellowship. This prestigious award is given only to individuals who have made a substantial contribution to training through dedication and hard work. Jeánne, who received the award in London on 8 March, is one of a handful of recipients of this award and the first woman outside the UK to have received it. The RMI President has indeed been a great ambassador – not only for the RMI and the automotive industry, but certainly for South Africa. This exceptional achievement is well deserved at a time when all South Africans are well aware of the importance of investing in training for the future. Jeánne and I were privileged to meet a very special person at the Awards ceremony – someone who not only motivated all, but inspired us to take
Herbert Lonsdale, International Business Development Manager of the IMI UK, Jeánne Esterhuizen, RMI President and Jakkie Olivier, RMI CEO, at the Awards ceremony in London
training to the next level. Ellie Simmonds, a British Paralympian swimmer competing in S6 events, gave an inspirational talk about her achievements as a disabled person, including her first Paralympic medals in 2008 at the age of 13. She went on to win more gold medals at the 2012 Paralympics and the 2016 Paralympics in Rio. Hours of training, day after day, coupled with perseverance and dedication to fulfill her dreams, is at the core of Ellie’s success and she is a true inspiration for all of us to embrace training and cultivate the practice of continuous learning. Training remains a core strategic objective for the RMI and, therefore, this issue of
Ellie Simmonds with Jeánne Esterhuizen
Automobil features a special, 18-page training section, which we hope will motivate our members and industry leaders to reconsider their attitude towards training and to support our training initiatives to improve the future of employers and employees alike. I trust that the example set by the RMI President will inspire all of Automobil’s readers to make the rest of 2017 a year of great investment in training. More training and improved skills can add only commercial value, better business results and more confidence in South Africa’s economy – re-establishing consumers’ peace of mind when entrusting RMI member businesses to repair, sell or maintain motor vehicles into the future.
For information on the RMI and its workings, visit www.rmi.org.za or call 011 886 6300
www.automobil.co.za
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CONSTITUENT ASSOCIATIONS Who do they represent and what are their objectives?
T
he RMI is a proactive, relevant, retail and associated motor industry organisation recognised as the leading voice in South Africa’s automotive aftermarket, serving the daily needs of its members and playing a key role in enabling motor traders to deliver top class service to motoring consumers. Here are the associations which fall under its umbrella… ACRA (Automotive Component Remanufacturers’ Association) ACRA represents component remanufacturers involved in the remanufacture of safety-critical components and radiators, an ever-growing industry in which keeping abreast of change is crucial for business owners. ERA (Engine Remanufacturers’ Association) ERA represents motor engineers who re-machine, rebuild and remanufacture engines in South Africa. ERA members promote the reuse of engines, parts and components in a manner that is green and sustainable. ERA members create employment and skills development opportunities, directly in their own machine shops and indirectly through suppliers to the industry and component manufacturers. MDA (Motorcycle Dealers’ Association) MDA represents members who are motorcycle dealers – these members benefit from an extensive array of value-add services and products such as commercial insurance, labour legal assistance and representation, consumer dispute resolution, and a strong relationship with the Association of Motorcycle Importers and Distributors. MIMA (Motor Industry Manufacturers’ Association) MIMA members are Parts, Equipment and Component Manufacturers and suppliers to Original Equipment Manufacturers and the automotive aftermarket that exports into Africa and other countries in the world. MIWA (Motor Industry Workshop Association) MIWA, the largest association within the RMI, strives to keep its members informed about the ever-changing auto repair industry, thereby ensuring that vehicles are repaired to acceptable standards designed to make them perform better and safely on South African roads.
NAZA (Number Plate Association of South Africa) NAZA supports the imposition of a national standard for number plates, as well as for legislation to govern their manufacture, embossing practice and protocol. NAZA members adhere to a strict code of ethics in ensuring their part in eradicating corruption within the sector. TA
Vehicle Testing Association
VTA (Vehicle Testing Association) The VTA represents private vehicle testing stations that are committed to operating within the law in accordance with the Road Traffic Act and the relevant SANS standards. In this highly regulated environment, the association represents the interests of its members at government working groups and is committed to enhancing the reputation of the industry in all the spheres. SADFIA (South African Diesel Fuel Injection Association) SADFIA members operate fully equipped pump rooms aimed at providing cost-effective service solutions for owners of diesel powered vehicles seeking fuel injection system testing, repair or replacement. SAMBRA (South African Motor Body Repairers’ Association) SAMBRA is an active leader in the motor body repair industry and consolidates, communicates and regulates repair standards in the motor body repair industry. SAMBRA ensures the provision of technical and business skills training that meets the demands of the industry and instils confidence in consumers and industry stakeholders. SAPRA (South African Petroleum Retailers’ Association) SAPRA represents and promotes the interests of petroleum retailers in South Africa and fosters strong relationships with the Department of Energy, oil companies, banks, financial institutions and other stakeholders that have an impact on the sustainability of the service station industry.
MPEA (Motor Parts and Equipment Association) MPEA represents South Africa’s auto part traders, including wholesalers, retailers and independent operators in the replacement motor parts industry. Genuine replacement parts are available at accredited MPEA spares outlets at affordable prices, backed by the manufacturer’s warranty.
SAVABA (South African Vehicle and Bodybuilders’ Association) SAVABA members are professional, certified and regulated vehicle body builders in South Africa who manufacture commercial vehicle body applications (tanker, coal, refrigerated trucks and trailers) and bus bodies (commuter and tourist type). Members manufacture using the latest equipment and highly trained staff to ensure strict compliance with SABS standards and other legal specifications.
NADA (National Automobile Dealers’ Association) NADA represents the interests of business people who own or operate new vehicle franchise dealerships and qualifying used vehicle outlets. NADA is committed to the image enhancement of the retail motor business, facilitating the interface between dealers and OEMs/ distributors, building relationships between dealers and customers and bringing relevant industry issues to the attention of government.
TDAFA (Tyre Dealers' and Fitment Association) The TDAFA is the only representative body for tyre dealers nationally. The association works on all issues relevant to tyres and the fitment industry. Strategically, the TDAFA is positioned as an intermediary between government, the tyre industry and consumers and is recognised by government and industry leaders as the legitimate voice representing tyre dealers.
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EDITOR’S LETTER
Skills in the spotlight
T
his edition of Automobil highlights the advantages that investment in skills development brings to the marketplace. The special, 18-page section puts into focus many aspects of the benefits of training – but more than that, it points to the fact that the RMI considers training to be among its core strategic objectives. From global competitions such as WorldSkills to initiatives developed by RMI members, the message for today’s aftermarket is that service specialists are required to meet the highest standards so that they can deliver the quality of service that satisfies the most demanding customers. The importance of receiving the right training in accomplishing the business goal cannot be underestimated.
Further, with South African futurists such as Dr Graeme Codrington warning that the automotive sector is in the process of undergoing radical change, training to keep up to date with new technology, new disruptors and new thinking is all the more imperative. I trust you will enjoy this edition of Automobil, and that you get some insight into the value that training and improved skills bring to the bottom line. Wynter Murdoch Editor
It’s no coincidence that the RMI’s President, Jeánne Esterhuizen – a staunch advocate of local training initiatives – recently won international recognition from the UK-based Institute of the Motor Industry (IMI) for the role she has played in developing motor industry specific skills, and this edition reflects that accolade, too.
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APRIL 2017
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NEWS
SPEAK TO US RMI EXECUTIVES
hief Executive Officer: C Jakkie Olivier jakkie.olivier@rmi.org.za Chief Operations Officer & Human Resources Director: Jan Schoeman jan.schoeman@rmi.org.za Financial Director: Renee Coetsee renee.coetsee@rmi.org.za Company Secretary: Gary McCraw gary.mccraw@rmi.org.za
RMI BOARD MEMBERS
Jeánne Esterhuizen (President) Barry Canning (Vice-President) Ferose Oaten Jakkie Olivier Bruce Allen Lindsay Bouchier
TDAFA, ACRA Hedley Judd hedley.judd@rmi.org.za
Facebook.com/AutomobilSA
TRAINING, TRANSFORMATION & ENTERPRISE DEVELOPMENT Vacant SADFIA Louis van Huyssteen louis.vanhuyssteen@rmi.org.za
@AutomobilSA
ERA Pieter Niemand pieter.niemand@rmi.org.za NAZA Julian Pillay julian.pillay@rmi.org.za
www.rmi.org.za
MPEA, MIMA Erwin Stroebel erwin.stroebel@rmi.org.za MDA Jeff Molefe jeffrey.molefe@rmi.org.za
RMI PARTNERS RMI4Sure 0860-104-202 RMI4Law 0861-668-677 RMI4BEE 0861-764-233 RMI4OHS 012-998-7139
RMI HEAD RMI HEADOFFICE OFFICE Danelle van der Merwe Brand and Communication Manager danelle.vandermerwe@rmi.org.za
DIRECTORS
Q&S, SAVABA Vacant
Neo Bokaba Transformation Manager neo.bokaba@rmi.org.za
MIWA Vishal Premlall vishal.premlall@rmi.org.za
011-789-2542 | www.rmi.org.za Surrey Square Office Park 330 Surrey Avenue Ferndale Randburg 2194
NADA Gary McCraw gary.mccraw@rmi.org.za VTA Joy Oldale joy.oldale@rmi.org.za
RMI REGIONAL OFFICES
SAMBRA Edwin Martin edwin.martin@rmi.org.za
Highveld: Jeff Molefe jeffrey.molefe@rmi.org.za Randburg: 011-886-6300
Northern: Pieter Niemand pieter.niemand@rmi.org.za Pretoria: 012-348-9311 KwaZulu-Natal: Julian Pillay julian.pillay@rmi.org.za Durban: 031-266-7031 Eastern Cape/Border: Erwin Stroebel erwin.stroebel@rmi.org.za Port Elizabeth: 041-364-0070 Western Cape: Joy Oldale joy.oldale@rmi.org.za Cape Town: 021-939-9440 Free State/Northern Cape: Louis van Huyssteen louis.vanhuyssteen@rmi.org.za Bloemfontein: 051-430-3294
SAPRA Viv Corinaldi viv.corinaldi@sapra.co.za
8 - MAY 2015
TA
Vehicle Testing Association
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EETH300
HOT STUFF
Diagnostic Thermal Imager NEW PRODUCTS Imagine a Tool That Lets You "See" Heat
Features and Benefits
Commemorating Range Rover’s Velar To celebrate the international launch of Range Rover’s Velar, watchmaker Zenith has unveiled a special edition El Primero chronometer. The Velar El Primero Chronomaster – the second product in a longterm partnership between the automaker and the Swiss company – was revealed at the vehicle’s unveiling at last month’s Geneva International Motor Show. Specially co-developed by design and technical engineering teams from each enterprise, the watch features a custom aluminium case and a high beat movement. It is said to embody the lightweight, high performance, elegant simplicity of the newest member of Range Rover’s SUV family. “The El Primero Velar maintains Zenith’s position as the manufacturer of the most precise series mechanical movement on the market,” says a statement issued by the companies. The watch features a 42mm case finished in high contrast burnished copper, a brushed slate grey dial, three chronograph sub-dials, a date indicator and a robust winding crown paired with two functional push pieces. The underside reveals the Range Rover and Velar names. The strap is made of rubber coated with dark grey, diamond-perforated, Scottish calfskin similar to that which graces Range Rover interiors. The titanium clasp features a triple folding mechanism. “Perfectly optimised proportions and functionality symbolise the elegant simplicity, sophistication and refinement befitting the Velar nameplate,” the statement says. For more information log on to www.zenith-watches.com
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A new way to see heat
• Uses infrared imaging technology to reveal heat from friction, electrical resistance, pressure changes and more
• See precise detail with complete thermal images made up of 4,800 temperature zones
• Shows extreme temperatures from -4–840 °F (-20–450 °C) • Detect problems all around the vehicle: brakes, heated seats, misfires, HVAC, worn On’s bearings, belts, emission controls,thermal and manyimager, more uses infrared Snap EETH300, a diagnostic
to reveal in precise heat automotive from friction, •imaging Exclusive technology database of guided tests shows dozensdetail of valuable electrical resistance, pressure changes and more. applications
• Reference images showing normal components and failed components, so you
Capable of operating across a wide temperature range, the device know exactly what to look for can be used to detect problems in many vehicle areas, including • Large 3-1/2" color screen so you don’t miss a clue; 320 x 240 resolution brakes, wheel bearings, engines, emission control systems and • Just point it at any area of a vehicle and see detailed images of an object’s heat heated windows, mirrors and seats. signature
Thermal images are comprised of 4 800 temperature zones, with pictures displayed Country of Origin: USA on a - Not Available 3,5-inch colour screen to help make fault-finding easy. The imager is sold with a database of guided tests that show how it can be used to solve a multitude of October 2016 vehicle problems, complete with reference images that depict differences between Page 1 of 4 functioning and failed components.
Snap-on is a trademark, registered in the United States and other countries, of Snap-on Incorporated. All other trademarks are marks of their respective holders. ©Snap-on Incorporated 2016. All rights reserved. Snap-on, 2801 80th Street, Kenosha, WI 53143 www.snapon.com
Manufactured in the USA, the EETH300 is said to be easy to use, its pistol-grip ergonomics designed for comfort and convenient access to tight locations. It is powered by a rechargeable Lithium-ion battery that offers a four-hour charge life. For more information log on to www.snapon.co.za
Revolutionising oil changes Castrol has unveiled the next generation of its revolutionary Nexcel engine oil management system for use in production vehicles. The system was created to optimise the volume of oil in an engine’s sump to suit real time driving conditions, reducing CO2 emissions. Further, the system helps to protect the environment by better capturing used oil during oil changes. “Phase II of the Nexcel concept brings these benefits to wet-sump applications, making the system ready for integration with development programmes for high volume production vehicles,” says a statement.
Aston Martin was the first vehicle manufacturer to adopt Nexcel technology, specifying the system for its track-based Vulcan hypercar. “Phase II brings emissions benefits and convenience of the next generation system to production vehicles,” says Steve Goodier, Nexcel’s Programme Director. “The system helps to solve a wide range of challenges that are becoming more pressing for vehicle manufacturers and fleet owners. We anticipate strong interest in our application-ready system.” The Nexcel concept works by amalgamating the oil and the filter in a single container which can be removed from a vehicle’s engine bay and replaced within 90 seconds. Instead of draining the oil for a regular change, the whole container is replaced. Castrol then retrieves used containers – and the oil they carry – for recycling.
APRIL 2017 -
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YOU DO LIFE.
WE CARE FOR IT.
10 - SEPTEMBER 2016
www.automobil.co.za
So while you take care of all the school holiday arrangements, we take care of your health and the health and those important to you. For all your healthcare needs, call
0861 000 300
to arrange a face-to-face consultation at your workplace or visit www.motohealthcare.org.za.
www.automobil.co.za
SEPTEMBER 2016 -
11
NEWS
Volkswagen SA’s 1 250 000th Polo coming off the line at Uitenhage
VW sets up sub-Saharan division
V
olkswagen has established a sub-Saharan regional division to develop and strengthen the African market. Thomas Schäfer, The new entity Chairman and Managing joins existing Director of Volkswagen regions of North Group South Africa America, South America and China and, according to the company, represents the next step in positioning itself in global markets. The division will be headed by Thomas Schäfer, Chairman and Managing Director of Volkswagen Group South Africa. Sub-Sahara comprises 49 states and has a total population of some 920 million.
Commenting on the reasons for the brand’s engagement in Africa, Schäfer said: “Africa is still one of the blank spots on the Volkswagen map. There is, however, enormous potential in the region to meet the mobility needs of a burgeoning middle class. “We will drive forward the development of these new markets in cooperation with various African governments – and gradually strengthen and expand the new Sub-Saharan Africa region.” Volkswagen has three operational centres in sub-Sahara – South Africa, where the brand has been building cars since 1951; Nigeria, where vehicle assembly began in 2015; and Kenya, which began assembling CDK kits in December last year.
Volkswagen’s assembly plant at Uitenhage, near Port Elizabeth
The company plans to launch an integrated mobility concept in Rwanda at the end of this year, using appbased mobility solutions such as car sharing and ride hailing. To meet expected consumer demand for cars, a local vehicle production facility will be established in the capital, Kigali. Schäfer, an engineer who began his career with Volkswagen AG in 2012 as Head of Group Production (Foreign Plants), has held senior management posts at Daimler AG in South Africa and Malaysia. Since February 2015, he has headed up Volkswagen Group South Africa. Under his guidance, the company’s Uitenhage plant recently produced its 1 250 000th Polo. The milestone also marked 21 years of the production of Polo in South Africa. For insight into Volkswagen’s Africa development plan, see David Furlonger’s interview with Schäfer on P28
Mitsubishi recalls Pajeros
M
itsubishi Motors South Africa (MMSA) has issued a preventative recall on 7 449 Pajeros for safety inspections and replacement of driver airbags. Mitsubishi is one of several vehicle manufacturers affected by the potentially defective airbag inflators manufactured
12 - APRIL 2017
by Takata, an OEM airbag supplier to a number of automotive brands. MMSA is contacting owners of Pajeros to arrange and co-ordinate the timing of the service inspections where airbags will be replaced at no cost. Replacement parts first need to be distributed to dealers countrywide before customers will be asked to take their vehicles to
their respective dealers. The inspection and replacement procedure will take approximately one hour. A simple online VIN-check with a FAQsection is available on the company’s website – www.mitsubishi-motors.co.za/ recall – where Pajero owners can check if their vehicles are affected.
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NEWS
Consolidation on the cards? purchasing, manufacturing and research and development. Tavares said PSA was preparing to make other acquisitions, including a bid for a stake in Malaysia’s Proton Holdings, a money-losing manufacturer that owns UK sports car brand Lotus. If PSA managed to bring Opel to “an efficiency level that is equivalent to PSA’s today, we will be in a very good position to deal with prospective opportunities that could arise,” he said.
The PSA Group’s Carlos Tavares and GM’s Mary Barra at the announcement of the sale of Opel and Vauxhall to the French manufacturer
F
ollowing last month’s acquisition of General Motors’ Opel and Vauxhall brands by France’s PSA Group – owners of Peugeot and Citroën – motor industry leaders expect other vehicle manufacturers to consider consolidation opportunities. In reaction to the announcement of the deal, Sergio Marchionne, CEO of Fiat Chrysler Automobiles (FCA), said he expected Volkswagen to come knocking at his door since the PSA-Opel tie-up would threaten that company’s position as Europe’s largest vehicle producer. However, Matthias Mueller, CEO of the Volkswagen Group, said Volkswagen had no interest in joining forces with FCA. “We focus on what we have to do to reach our strategic goals,” he said. Within days of his statement – which was made at the Geneva International Motor Show – Volkswagen announced that a
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memorandum of agreement had been signed with Tata Motors Limited which would form the basis of a partnership in India to explore long-term strategic cooperation in clearly-defined fields. According to Mueller, the goal of the alliance would be to bundle the expertise of each of the car manufacturers with a view to jointly developing vehicle components and, possibly, vehicle concepts. Meanwhile, PSA’s buy-out of loss-making Opel and Vauxhall – which cost the company $2,2-billion (about R28,50billion) – elevated the French group into second position behind Volkswagen in Europe’s production rankings. Following the acquisition, chairman Carlos Tavares said he expected Opel and Vauxhall to be profitable by 2020, since the deal opened the way for substantial economies of scale and synergies in
Carlos Ghosn, CEO of the Renault-NissanMitsubishi Alliance, said he believed the industry would continue to move towards consolidation. “You’re going to see more and more players trying to gain in terms of scale. It’s logical because of all the investments we need to face,” he said in a TV interview. Commenting on the PSA-GM deal, Mary Barra, CEO of General Motors, said the US company was pleased to have been able to give Opel/Vauxhall a new opportunity. “For GM, this represents another major step in the ongoing work that is driving our improved performance and accelerating our momentum. “We are reshaping our company and delivering consistent, record results through disciplined capital allocation to our higher-return investments in our core automotive business and in new technologies. “We believe this new chapter puts Opel and Vauxhall in an even stronger position for the long term and we look forward to our participation in the future success and strong value-creation potential of PSA through our economic interest and continued collaboration on current and exciting new projects.”
APRIL 2017
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NEWS
Toyota celebrates leading dealers
B
idvest McCarthy Toyota Centurion has been recognised for its exemplary sales and service performance and awarded the title of 2016 Toyota Dealer of the Year at a gala dinner held in Cape Town. Riaan Grobler, the Dealer Principal, received the award – a first for the dealership. “Riaan and his team at Bidvest McCarthy Toyota Centurion are well deserving of the 2016 title,” commented Andrew Kirby, the President and CEO of Toyota South Africa Motors. “Toyota values were diligently applied in day-today operations to continuously exceed customer expectations, resulting in a dealership which stands out as a beacon of excellence in the Toyota network.” The Toyota National Dealer Awards Ceremony is an annual event hosted to celebrate the dealer network’s performance over the preceding year. The scoring system used to identify winners, titled the Toyota Pyramid of Excellence, is based on a comprehensive set of metrics, which measures variables such as customer service, sustainability management, vehicle marketing and sales, Automark sales and financial achievements. Toyota also identified its outstanding dealers within Small, Medium, Large and Mega dealer categories. Bidvest McCarthy Toyota Centurion won the President’s Award for the best-performing dealer in the Large category. The titles for bestperforming Small, Medium and Mega dealerships were presented to Algoa Toyota Uitenhage’s Calvin Parry, Imperial Toyota Strijdompark’s Sean Bacon, and Barloworld Toyota Centurion’s Theo Brits. Included in the evening’s Presidential accolades were awards for the most accomplished Divisional Group Managing Director, and Group Managing Director of dealer groups in the Toyota network.
14 - APRIL 2017
Left to right: Calvyn Hamman, Toyota SA’s Senior VP for Sales and Marketing with Takeshi Isogaya, TMC’s CEO of the Africa Region, Riaan Grobler, Dealer Principal at Bidvest McCarthy Toyota Centurion and Andrew Kirby, President and CEO of Toyota SA
Alex Frielingsdorf of the Barloworld Group walked away with the title of Group MD of the year, whilst Alfie Rieckhoff of the Thekwini Group was announced as 2016’s Divisional Group MD of the year. The final President’s award for the evening acknowledged the Toyota dealership with the highest combined customer experience score in 2016. Thekwini Toyota Westville took the award and was commended for workmanship, professionalism and accommodating behaviour. Michael Koberstein accepted the award on the dealership’s behalf. The Chairman’s Achievement Award, which is conferred at the CEO’s discretion, was won by Fanie Erasmus of Lydenburg Toyota. Erasmus holds the record for claiming five Dealer of the Year Awards, and was recognised once again for his contribution and passion since becoming a dealer principal in 1986. Within the Vice President’s Awards segment, Toyota recognised superb performance in service from its monitor dealer network. Monitor service dealers take on a specialist resolution function in the dealer network by addressing complex challenges, or problems lacking an existing solution. For 2016, Anthony Barraball accepted the award for Mortimer Toyota Newcastle.
Another noteworthy award, received by Elsa Mollentze for Hillcrest Toyota, was the Vice President’s Environmental Award. The title is given to the dealership that best implemented innovative environmental initiatives, both within the dealership and community, to align with Toyota’s overall sustainability goals. Toyota Financial Services’ (TFS) CEO, Marius Burger, furthermore acknowledged the best-performing Toyota dealer for Finance and Insurance services performance, and this year Brian Jones of Halfway Toyota Shelly Beach claimed the title. The Lexus Dealer of the Year 2016 was awarded to Brian Shrosbree of Lexus Nelspruit. The title for top-ranking Lexus Financial Services dealer of the year was assigned to Lexus Fourways, while the President’s award for superior Lexus Customer Experience was won by Lexus The Glen. In the commercial vehicle category, Hennie de Villiers of Bidvest McCarthy Hino Midrand won for the second consecutive year. The dealership achieved 103% of their sales target, despite 2016 being a challenging year for the trucking industry. The award for leading Hino Customer Experience dealer was received by Gansen Chetty of Hino Shelly Beach.
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NOVEMBER 2016 -
15
NEWS
Astra takes COTY honours
O
pel’s Astra is South Africa’s 2017 Car of the Year (COTY). The announcement was made last month at a function held at the Kyalami International Race Track near Johannesburg. The model was among nine finalists judged by a jury comprising members of the South African Guild of Motoring Journalists, who deemed it to represent the best of the best from a cross-section of derivatives representing various market segments and price points. In a statement, the chairman of the Guild, Bernard Hellberg Jr, said car buying patterns were changing in South Africa. “The Astra reflects those changes in terms of offering both value for money as well as innovative technology.” The model is the second Astra to have won the COTY trophy – and the fourth model in the brand’s line-up to have received the honour. The first Astra won in 1995, preceded by the Monza in 1991 and the Kadett in 1994. Audi’s A4 – which has twice held the title – was judged runner-up with 2 338.56 points against the Astra’s 2 370.25. Volkswagen’s Passat came home in third place with 2 337.35 points. The jury judged the vehicles in terms of exterior design and styling; interior use of materials; interior layout; technology; engine performance; gearbox and transmission; engineering integrity and build quality; ride quality and refinement; steering and handling; affordability; value for money and overall excellence. “The Opel Astra, a multiple awardwinning car, perfectly embodies much of the spirit of the competition by combining engineering excellence, driving pleasure and value for money to be a
16 APRIL 2017
Ian Nicholls, President and MD of General Motors South Africa, with the coveted COTY trophy and, behind him, the winning Astra
worthy winner of South Africa’s ultimate motoring accolade,” Hellberg concluded. In a keynote address at the function, Chris de Kock, CEO of WesBank, forecast that 2017 would see minor growth in the new vehicle sales industry. “The past three years have seen sales decline, with 2016 sales falling a massive 11,4% – based off WesBank’s prediction that sales would tumble 12%. For 2017, WesBank expects to see overall growth of 1,74%,” he said. He predicted that total industry sales would reach 557 000 units for the year, taking into consideration economic factors such as the strength of the rand; interest rate stability; GDP growth and inflation. De Kock warned that dealer sales would remain suppressed, especially in passenger and commercial vehicle segments. Dealer sales are expected to end 2017 0.5% weaker year-on-year, with 2,0% and 4,1% respective declines for passenger and commercial vehicle sales through dealers.
Chris De Kock, CEO of WesBank, forecasts a marginal rise in vehicle sales in 2017
“We expect overall sales growth to be driven by government buying, as there are a number of large tenders set to be awarded in the coming months. This will account for 3,29% growth in LCV sales and help limit the sales decline for commerce vehicles,” he said. “Additionally, tourism will drive the sales growth in the rental market, which will ensure 1,3% growth for passenger car sales.”
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NEWS
New Cape dealership for JLR
J
aguar Land Rover has opened a new, state-of-the-art dealership in Cape Town. Based in the city’s southern suburbs, Jaguar Land Rover Constantiaberg has been designed to offer a premium retail experience for customers of each of brands. “We always put our customers first, striving to give them an experience that is in line with the luxury brands that we represent,” said Brian Hastie, Network Development Director of Jaguar Land Rover South Africa and sub-Sahara Africa. “This means more retailers across South Africa, for the ultimate in convenience and service.” Hastie says the dealership conforms to Jaguar Land Rover’s international design guidelines which place customers at the heart of the brand experience, whether they’re dropping off a vehicle for service or to visit the showroom. “All customers arrive at a reception area and are immediately tended to. Both the Jaguar and Land Rover showrooms are accessible from there and connected by the spine of the facility, which features a customer lounge, coffee bar, vehicle customisation station and branded goods shop,” he says. Dealer principal Andrew Potgieter says Jaguar and Land Rover brands
are growing in popularity. “There are exceptional new models being introduced, including Jaguar’s first performance SUV, the F-Pace, and the all-new Land Rover Discovery. Later this year we’ll also introduce the stunning new Range Rover Velar. “We’re excited to bring the Jaguar and Land Rover brands to customers in Cape Town’s southern suburbs, giving them a true premium British experience.” The dealership boasts a workshop with 17 service bays. It has been designed to allow for shorter lead times when booking in vehicles for service and also aid in reducing turnaround times. “The opening of the outlet has created 35 permanent jobs and customers can look
NCC to investigate Ford
I
n the wake of the recent recall of 1,6-litre Ford Kugas, the National Consumer Commission (NCC) has decided to investigate alleged prohibited conduct on the part of Ford Southern Africa and its dealerships. According to Ebrahim Mohamed, the NCC’s commissioner, Ford has been advised of the investigation following
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more than 130 complaints against the company. In terms of Section 61 of the Consumer Protection Act – under which prohibited conduct falls – a producer, importer, distributor or retailer is liable for any harm caused by the supply of unsafe goods or a product failure.
forward to receiving award-winning service from this highly experienced team,” Potgieter says. He has previously won Dealer of the Year awards for Jaguar sales performance, Land Rover sales performance and Customer Service. “The team at Jaguar Land Rover Constantiaberg has a prime location that will best serve the needs of existing and future customers,” says Richard Gouverneur, Managing Director of Jaguar Land Rover South Africa and subSahara Africa. “Andrew’s team boasts more than six decades of experience, and they are true ambassadors of the Jaguar and Land Rover brands.”
“The NCC views allegations of prohibited conduct in a serious light. We will leave no stone unturned in our quest to get to the bottom of the issues that have been raised by consumers,” Mohamed said. Meanwhile, Ford Australia has come under fire for failing to issue a recall for Kugas sold there, following reports of several incidents in which 1,6-litre derivatives have self-combusted. The vehicles in question come from the same plant in Spain that supplies vehicles to South Africa.
APRIL 2017
17
NEWS
New repair solution from Schaeffler
S
chaeffler has introduced an INAbranded pulley decoupler repair solution for BMWs fitted with 1,5-litre engines. The company expects to broaden the range to include Opel and Volvo models by the end of the year.
“We are the first company to offer workshops the solution,” he says, adding that auxiliary drives have evolved from simple belt drives into complex systems, driven by vehicle trends such as hybridisation and downsizing.
The decoupler, which has been in OE mass production since 2013, represents a logical development in the company’s product portfolio for servicing ever-more complex auxiliary drives, says Christian Kos, Head of Schaeffler’s Engine & Chassis Division in the Automotive Aftermarket.
“The pulley decoupler, with arc springs and an integrated torsion vibration damper, not only helps to reduce vibration and rotational irregularities in the auxiliary drive, it also helps to reduce fuel consumption and CO2 emissions thanks to lower frictional losses.”
The company has joined forces with Stratasys Infinite Build to print affordable and efficient one-piece parts – such as aero spoilers – that are lighter than traditionally manufactured items.
The new 3D print system is located at Ford’s Research and Innovation Center in Dearborn, Michigan where it will be used initially to produce cost-efficient, low volume parts such as those used for prototypes or race cars. Further, Ford also may use the technology to make larger printed tooling and fixtures as well as personalised components for customers.
Capable of printing practically any shape or length, the Stratasys Infinite Build system has been heralded as a breakthrough in vehicle manufacturing. It is said to provide an efficient and affordable way of producing prototype parts, components or tooling.
The system works by transferring specifications for parts from a computeraided design programme to the printer’s computer. Then the device prints one layer of material at a time, gradually stacking the layers into a finished 3D object.
“The technology makes us more nimble in design iterations,” says Ellen Lee, Ford’s technical leader for additive manufacturing research. “We’re excited to have early access to Stratasys’ new technology in order to help steer the development of large scale printing for automotive applications and requirements.”
The system is fully autonomous, allowing the printer to operate for hours or days while unattended. Though not yet fast enough for high-volume production manufacturing, the technology offers advantages in terms of development benefits, producing in days what traditional parts manufacturing processes take months to complete.
Ford tests 3D printing system
F
ord has begun to test 3D printing of large scale car parts – the first automotive manufacturer to trial the system.
18 APRIL 2017
The new product forms part of the INA FEAD KIT portfolio which offers over 200 different repair solutions for professional servicing of auxiliary drive systems.
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THE FUTURE
The motor industry is set to undergo radical change, according to South African futurist Dr Graeme Codrington, who advises all players to embrace new guidelines to successfully negotiate the road ahead Sewell’s CEO Warren Olsen (left) and NADA’s Gary McCraw flank futurist Dr Graeme Codrington following his presentation at Kyalami
T
he digital world was one that all players within the motor industry needed to embrace since, according to futurist Dr Graeme Codrington: “Disruptive forces are shaping all aspects of the world today; how should we respond?” Speaking recently at the opening roadshow of the 2017 Business of the Year Awards under the auspices of NADA and Sewells-MSXI, he sketched future scenarios that ranged from autonomous cars to car-sharing and the need to “adapt or die” in an environment of radical change. “Driverless cars are coming. They will be legal. They will be more efficient. And they will be safe. In the end, they will become compulsory. The change they will bring will be huge in all aspects of the motor industry,” he warned. According to Codrington, the developments would affect anyone connected with the automotive world – from insurance companies which would derive lower incomes thanks to accident-free roads to local authorities which would lose revenue from traffic fines. Dealers in vehicles would also be significantly affected since
20 - APRIL 2017
ownership models were expected to change substantially. He said it was vital for all businesses in the automotive sphere to be aware of latest developments on all fronts. Currently, some technological aspects that had had considerable impact included the advent of vehicle communication and connectivity to Carl Icahn virtual reality and artificial intelligence,
while changes in the finance world encompassed the arrival of new concepts such as Blockchain and Bitcoin. Even language was less of a barrier to doing business on a global scale since real-time translation was available through Skype. Codrington also mentioned several other trends, one of which was longevity. For instance, he said nearly
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THE FUTURE WesBank’s CEO Chris de Kock… “The future of buying cars is no longer the future. It is now!”
20 000 people in South Africa were now more than 100 years old, which meant previous norms for people retiring and moving out of the buying cycle were no longer applicable. The futurist was very strong on the availability of cheap, sustainable energy. He said already there were more than 70 wind and solar farms that generated power in South Africa, and these resources, together with other technologies, would contribute to lowcost energy production. He cited the efforts of the Breakthrough Energy Coalition, which is a global group of 28 high-worth investors from 10 countries – headed by Bill Gates of Microsoft – which is committed to funding innovative, clean-energy companies. In his view, the availability of cheap energy would lead to the making of water through desalination and chemical processes. “Cheap energy and the subsequent availability of adequate supplies of water will provide an enormous boost to the global economy, and accelerate change,” Codrington said.
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The futurist stressed the importance of integration in the new order, spelling out guidelines for businesses in the changing world. He came up with five mindsets: • Switch on the radar. Look ahead. Shift attitudes where necessary. Involve all members of the business team in looking for new business opportunities; • Be curious. This must also be a team effort; • Experiment. Instil a culture of experimentation. Learn lessons from failures; • Embrace difference. Use it as an advantage; • Confront your limiting orthodoxies. Remember that some of the things you do today are still anchored in the past. In his keynote address, Chris de Kock, CEO of WesBank, said the mindset of vehicle buyers had already shifted. “Personalised solutions are what car buyers are looking for in the purchasing process nowadays,” he said. “The future of buying cars is no longer the future. It is now!” De Kock explained that the time-old linear process starting with search (for a new car), then sell (trade-in the old car), and lastly finance (the new car) was no longer relevant because it was inefficient, did not offer a personalised experience and was expensive. “Only about 10% of the people who start this process actually end up buying a new car. Firstly, an average of about 30% are not in the positon to settle the outstanding balance on their present cars, while only about 40% get approved finance resulting in the only about 10%
of the potential customers actually doing the deal,” he said. In the UK, the trend was for consumers to look to use cars rather than buy them, and he expected a similar scenario to evolve in South Africa. “We generally tend to follow the UK in these matters. Over there, younger people are no longer car mad, with the number of under 25-year-olds buying new cars being 30% lower than it was 15 years ago, while 20% fewer 18-year-olds have a driver’s licence compared to the situation in the ’60s and ’70s.” De Kock explained that potential car buyers were no longer researching only cars on the internet, but were also using the medium to look for financial and insurance packages. Often, they had worked out how much they could afford in repayments before they inspected the cars they were considering buying. Social media, too, played a major role in the decision making process, with 87% of potential buyers saying that they had researched a potential purchase through Facebook and other channels before visiting a dealer. “We need to catch up to stay relevant,” he said. “Dealers will still be important because most customers want to experience their new car before buying it. They also want expert advice on options for the car as well as answers concerning insurance and finance queries. They still yearn for the personal aspect in the buying process. What is interesting is that the number of motor dealers in the UK is growing, not declining, as the car-buying landscape changes.”
APRIL 2017
21
INSIDE LINE
Volkswagen’s African experiment
Volkswagen SA’s MD, Thomas Schäfer and Paul Kagame
With Volkswagen’s sights set on developing the nameplate across sub-Saharan Africa, the managing director of the company’s South African operation, Thomas Schäfer, outlines the brand’s strategy
D
o African governments have the courage to halt the dumping of used cars in their markets? If they did, according to Volkswagen SA (VWSA), it could just open up a whole new market for global motor companies.
mileage are packed off to emerging markets each year. Africa is a favoured destination because of the number of countries where cars drive on the lefthand side of the road, like Japan.
its foray into Kenya, where, late last year, it launched a joint venture with a local manufacturer to bolt together Polo Vivo kits sent from the company’s Uitenhage assembly plant in the Eastern Cape.
East African roads are awash with old Japanese cars. Strict laws – and, unofficially, a desire to keep the local motor industry ticking over – make it impractical for Japanese motorists to hold on to cars once expensive inspections start to kick in when vehicles are three years old.
South Africa banned the import of used cars some years ago. Other countries, with less disposable income and populations desperate for mobility, have been less strict. Across the continent, new vehicles comprise a tiny proportion of the overall car market. In some countries, used vehicles attract no import duty.
Now it is planning a similar adventure in Rwanda – but with a twist. The deal could also include ride-sharing and even a form of taxi service.
As a result, millions of cars in reasonable condition and with relatively low
That’s why VWSA’s strategy is so interesting. I have mentioned before
Just as the Kenyan government has vowed to limit the free rein granted to used
22 APRIL 2017
Why on earth Rwanda, when there are so many bigger markets across Africa? Because of the political will, says Volkswagen SA’s MD, Thomas Schäfer.
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INSIDE LINE
imports, so the Rwandan administration of president Paul Kagame is giving its blessing to automotive industrialisation and is willing to cut back the duty advantages. Too many African countries are overdependent on commodities, including oil, for revenue. When prices plummet, governments run out of money. So it makes sense, says Schäfer, for countries to diversify into manageable manufacturing. Motor companies started ploughing money into Nigeria three or four years ago because it was going to be the next big thing in Africa, after South Africa. Eventually, it probably will be, but for now those investments are lying fallow because the oil-based economy has collapsed and no one can afford to buy vehicles. The tendency of most motor companies is to go big. But, as Schäfer says, what’s the point of, say, a Chinese motor manufacturer trying to seduce a government by promising to erect a car plant capable of building one million units annually, if there’s no market for those vehicles? VWSA’s strategy brings new meaning to the expression “starting small.” The Kenyan joint venture will probably build this year no more than 1 000 Vivos sourced from South Africa. The medium-term annual target is 5 000 cars. Initial plans for Rwanda – which drives on the “wrong side” of the road and so is less dependent on Japanese vehicles – are similarly low-key. VWSA hopes to establish an “environmentally-compatible, local vehicle production facility” in the capital, Kigali, by the end of 2017. It also plans to stimulate demand by offering app-based mobility solutions like car-sharing and ride-hailing.
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If the timeframe to set up the assembly plant seems tight, it is. But this is reassembly, not manufacture. As in Kenya, VWSA will help set up the factory and train staff, before leaving the actual operation to local partners. The company’s direct risk is minimal. It is a supplier to a plant owned and operated by locals. “There’s more heat on the government than there is on us,” says Schäfer, who was recently given responsibility for developing the Volkswagen brand across the rest of Sub-Saharan Africa. “We tell governments they must be serious about cutting imports. We tell them that if they aren’t, we might as well walk away.” More countries are in VWSA’s sights. Tanzania, Ethiopia and Ghana are all tiny new-vehicle markets with potential. So is the Ivory Coast, but Schäfer is nervous of involving the global Volkswagen group in a country with a reputation for employing child labour.
Promotion for Johan van Zyl
D
r Johan van Zyl, Chairman of Toyota South Africa Motors (TSAM) and President and CEO of Toyota Motor Europe (TME), has been promoted from Managing Officer to Senior Managing Officer by Toyota Motor Corporation (TMC). The appointment became effective on April 1, making him the first African to hold the position. Van Zyl’s career with TSAM began in 1993 when he joined the company as Director: Vehicles Sales and Dealer Network. Prior to that, he had been a lecturer and later a professor at the University of Potchefstroom, where he had had earned a doctorate in commerce.
None of these markets will shoot the lights out – Rwanda’s new car market, currently about 3 000 units annually – could theoretically grow to 100 000 but, add them all together, throw in a few more countries, and the numbers start to stack up.
In 1995, he was promoted to Group Marketing Director, taking over a year later as Managing Director: Vehicle Marketing when his responsibilities were expanded to include Hino Truck operations in South Africa.
“It’s almost like an industrial experiment,” says Schäfer. “Wolfsburg (Volkswagen’s German headquarters) would not be interested in start-up numbers like these. But you have to be realistic in Africa. You never go from A to B in a straight line.”
In 1997 he became the Managing Director: Toyota (SA) Marketing and, the following year, was appointed President and Chief Operating Officer of TSAM. He was promoted to President and Chief Executive Officer of Toyota South Africa Motors in 2002.
David Furlonger is the industrial editor of Business Day and Financial Mail
In 2009, Van Zyl became a Managing Officer for TMC in Japan and in 2013, he added Chief Executive Officer for Toyota in Africa to his responsibilities. The latest promotion comes exactly two years after Van Zyl was appointed CEO of TME.
APRIL 2017 -
23
TECHNOLOGY
Goodyear claims it 360 Urban concept tyre is the first to be powered by Artificial Intelligence – which makes it capable of sensing, deciding, transforming and interacting with its surroundings
G
oodyear has revealed its longterm vision for future smart, connected tyres. In an evolving mobility ecosystem defined by the transition to driverless vehicles and shared mobility in urban centers, the company aims to revolutionise the interaction between tyres, vehicles and their surroundings. Goodyear unveiled the Eagle 360 Urban, its latest concept tyre, at last month’s Geneva International Motor Show. The 3-D printed sphere is the first concept tyre to be powered by Artificial Intelligence and able to sense, decide, transform and interact. “A revolution will take place at the intersection of autonomy, mobility and connectivity. As this unfolds, tyre technology will be even more important than it is today,” says Jean-Claude Kihn, president of Goodyear Europe, Middle East and Africa. “To safely navigate their surroundings, autonomous vehicles of the future will need to learn to cope with the millions
24 APRIL 2017
of possible unknowns we face in every day driving scenarios. To do so they will need access to data and the ability to learn and adapt.” Last year, with the Eagle 360 concept tyre, Goodyear presented a unique, multi-directional sphere to match the demands of autonomous driving through increased levels of comfort, safety and maneuverability. The positive feedback received encouraged the manufacturer to take this concept a step further. This year, with the Eagle 360 Urban, Goodyear has again pushed boundaries, aiming to illustrate a vision of how the future could look. Powered by Artificial Intelligence, the company’s engineers have given the concept tyre a ‘brain.’ Combined with a bionic skin and morphing tread, the Eagle 360 Urban has the ability to put knowledge into practice. A statement issued by the company says: “The tyre will become part of a vehicle’s ‘nervous system’ and the connected world of the Internet of Things. That way, it is ready to rapidly
adapt to changing circumstances, as well as the evolving needs of Mobility as a Service (MaaS) for fleets and their users.” According to the statement, the tyre’s bionic skin features a sensor network that allows it to check its status and gather information on its environment, including the road surface. Via connectivity with other vehicles as well as infrastructure, traffic and mobility management systems, the Eagle 360 Urban also captures information on its surroundings in real-time. By combining these sources of information and processing them instantaneously using neural networks trained with deep learning algorithms, the Eagle 360 Urban decides the most appropriate course of action. And, powered by Artificial Intelligence, the Eagle 360 Urban learns from previous actions how to optimise future responses. According to the statement: “Made of super-elastic polymer, the tyre’s bionic skin has flexibility similar to that of
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human skin, allowing it to expand and contract. This outer layer covers a foam-like material that is strong enough to remain flexible despite the weight of a vehicle. “Thanks to this flexibility, actuator elements beneath the tyre’s surface, which are components that change shape with an electrical input, working like human muscles, can re-shape the individual sections of the tyre’s tread design, adding ‘dimples’ for wet conditions or smoothing the tread for dry conditions. A new tread with a safer contact patch is thus deployed.” By using its morphing tread, the tyre is said to be able to transform and adapt to changing road and weather conditions. It can then interact to share the information it has captured, the related action and its success with other vehicles and with all of the elements that make up the Internet of Things. When the tyre’s bionic skin is damaged, sensors in the tread can locate the puncture. The tyre then rotates to create a different contact patch. This reduces pressure on the puncture and allows the self-healing process to start. “The self-healing works thanks to materials which are specifically designed to be able to flow towards the puncture. They react physically and chemically with each other to form new molecular bonds, closing the puncture,” the statement says. According to Goodyear, this new generation of tyres will create added value for OEM partners and the evolving providers of Mobility as a Service (MaaS) by maximising uptime and providing proactive maintenance. For the everyday commuter they will offer an improved experience by adding a new dimension to the safety performance and learning capabilities of autonomous driving.
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PERCEIVED FEATURES AND BENEFITS OF GOODYEAR’S 360 The Artificial Intelligence unit serves as the ‘brain’ of the tyre and enables it to: • Continuously sense road condition and the surrounding environment in realtime and check on its own status in real-time. • Process the information it captures using neural networks trained with deep learning algorithms to decide what to do and learn for the future. • Transform using its own morphing tread and tyre/vehicle interface. • Interact with other vehicles and all of the elements making up the Internet of Things to share the information it has captured and lessons learned. • The bionic skin’s high-sensory capacity tread, with its sensor network, captures information on road and weather conditions and transmits this input to: a) Optimise morphing of the tread; b) Improve the car’s braking, handling and efficiency; c) Inform other tyres and vehicles of conditions to expect on the same road. The intelligent morphing tread prepares the vehicle for the unexpected by proactively providing safety under all conditions. Depending on the road and weather conditions, the most appropriate tread pattern appears autonomously with the help of the bionic skin of the tyre. The bionic skin allows self-healing repair. And, in combination with the Artificial Intelligence unit, it measures current and predicts future tyre wear to allow automated tyre management, enabling predictive and proactive maintenance. This feature maximises uptime and safety, offering an improved mobility user experience at all times for Mobility as a Service (MaaS) providers. The spherical shape moves in all directions and contributes to comfort, safety and manoeuverability to match the demands of autonomous mobility and mobility as a service. The shape also copes with space limitations in smart cities, including smaller parking spaces, platoon driving and manoeuvering...
APRIL 2017 -
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OGILVY CAPE TOWN 94237/E
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MARCH 2017 -
27
RMI ASSOCIATION
Benefits of
belonging A wise man once said the journey only begins when the rubber hits the road. Hedley Judd, Director of the TDAFA, outlines some of the work he’s been involved in since taking office
A
little under two years ago the newly appointed director of the RMI’s Tyre Dealers and Fitment Association (TDAFA) went out to meet members and harvest the ideas and concerns of the membership. It took a while to get around the country and the overwhelming message was the question of value for money, a subject which has become even more evident as the economy has bitten into consumers’ pockets, placing the formal business sector under extreme pressure. In many respects this has been dealt with in numerous ways and in countless discussions. However, despite intangible benefits being the mainstay of the RMI, where there is a membership that does not actively participate in the daily activities of the Association, these are consummately diluted to a seemingly very weak argument. This, until such time as something goes wrong and then there is a mad scramble to seek assistance. This is where the RMI and the TDAFA are invaluable.
28 APRIL 2017
Your message has been heard loud and clear! The TDAFA has spent the past 12 months literally hitting the road to meet members (lots still to go), source suppliers of benefits, challenge existing benefits, liaise with statutory institutions and lots more. But you know all of this anyway, so what have been the successes of all this activity? BUSINESS INSURANCE COVER Insurance is always a grudge purchase as you only see value when you have a claim. In ensuring that we are constantly at the forefront of value creation for TDAFA members, we have put together a discounted offering with our insurance partners. Why not make use of the opportunity to save substantially on your insurance costs? When it comes to the insurable value of the business with its assets, and liabilities, the TDAFA realised that its dealer member base was significantly different in composition to that of the majority of other business models.
Together with Medway Marketing and Guard Risk, we have created a revised financial and risk model to offer a radically different pricing model to the TDAFA member under the RMI4Sure banner. This re-modelling has brought about a confident approach to the costs and concerns of dealers using a simple but powerful message to all: • If your Claims Ratio (claims divided by premiums) is below 60% over a threeyear period; • If you can provide a current copy of insurance schedule (not older than three months); • If you enable us to access your insurance claims from your current insurer then: You are guaranteed a discount on your current insurance premiums of 30% or more – calculated on an ‘apples for apples’ basis. Once taken on as a customer, the Medway analysts will work with you to ensure that correct and sufficient cover is in place for the requirements of your specific fitment centre. In some cases
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there has been a small reduction in the 30% saving, however the nett result has been far better cover protection for your business. In answering questions as to: • What is the cover? The policy is underwritten by Guardrisk on the RMI4sure scheme. • Who is the contact? Medway has full brokerage. • How does it work? Call Medway directly and they will be in touch within 48 hours. • What if I have claim? Medway Marketing has a full claims handling department. The final step is to make the move and save costs on the bottom-line. Savings have listed at various levels with one member saving over R100 000 a year! SAFETY, SAFETY, SAFETY! Occupational health and safety is alive and well, and not to be ignored or put off for another day. Legislation has been changed and the responsibility is now squarely on the shoulders of the business owner or directors of the business.
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OK! So enough of the fear factor! The TDAFA is in the final stages of negotiating a Service Level Agreement with a provider of OHS Act compliance assistance – not just training. This product is exclusive to TDAFA members in this format. What is the deal? • A three-year term of service (this allows for cost benefits); • 50% discount on the normal rate for the service; • Appointment of 16.1 and 16.2 officers; • TDAFA fully customised OHS file (comprehensive); • Training of all staff on OHS, first aid and firefighting; • Regular evacuation drills; • Regular six- to eight-week cycle visits; • Assistance in any incident investigation. The biggest hidden benefit of all is the awareness of the entire staff of their responsibilities towards OHS which, for some members, has already brought about improved efficiency and care of the workplace and equipment. So why
not let the TDAFA deal work for you and enhance your peace of mind? So far during the trial phase of this product subscriptions from members have been in the region of R40 000 and the benefits on a type for type scale have exceeded R140 000 to those same members. So what is TDAFA’s role in all of this? Without these items (amongst others) in place and secure, the ship continues to leak, and the risk of sinking is ever increasing. These two main items are at least two real plugs in the holes in the sides that will assist in the smooth sailing of TDAFA into the future. The goal is to re-position the Association as the go to location for the consumer to be assured of all the qualities of the RMI’s and TDAFA’s Codes of Conduct. If we do this we are delivering on our promise and value statement to members. MIBCO SICK ACCIDENT AND MATERNITY FUND Finally, RMI members have exclusive
APRIL 2017
29
RMI ASSOCIATION
Benefits MISA Members : • Sick leave – first 10 days at 100% of wages/salaries • Next five days at 50% of wages/salaries
access to the MIBCO Sick, Accident and Maternity Fund. This fund has enormous benefits for all members in the management of staff costs related to sick leave, IOD time off and, of course, maternity leave periods. The subscription of staff to the fund is at the discretion of the business owner, but once again this is an efficiency program that allows for significant returns on the overall costs of staff time off for illness, injury or maternity issues. A contribution of R14,99 per male and R22,05 per female per week per staff member is payable to MIBCO for subscription, after which the benefits of the fund are applicable following a 13week waiting period.
Employers will pay MISA members directly and claim the benefit back from the Fund afterwards All other employees : • Sick leave – 15 days at 75% of wages/salaries Other Benefits, for all employees : • Accident Pay – up to 40 days at 75% of wages/salaries • Maternity Pay – up to 17 weeks at 30% of wages/salaries A 13-week waiting period applies to all new beneficiaries of the fund. Just add up the total of the cost of your sick leave in days paid for Illness, injury or maternity, to see the real value of this product! One dealer saved his business approximately: • R100 000 on Insurance premiums; • R18 000 on OHS Act Services; • As well as a large portion of staff costs on Sickness, Accident or Maternity pay. One would guess that, finally, if there was ever a reason for belonging to the TDAFA it is NOW!
CHRIS AUTO ELECTRICAL
212 Soutter Street, Pretoria West Tel : (012) 327 5404/6504 Fax : (012) 327 6211 Email : info@caelex.co.za www.caelex.co.za
30 - APRIL 2017
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• Timing Kits • Timing Belt Tensioners • Timing Chains • Valve Lifters
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APRIL 2017 -
31
RMI UPDATE
RMI President honoured by the IMI
J
eánne Esterhuizen, President of the RMI, has been awarded an honorary fellowship by the UK’s Institute of the Motor Industry (IMI), becoming the first woman from the international automotive sector to receive the accolade. The presentation was made last month in London when IMI guests from around the globe gathered to celebrate achievements in the motor industry. In a keynote address, Steve Nash, CEO of the IMI, said: “One way in which we can make a positive contribution to raising standards in our sector is by recognising and rewarding exceptional achievements.” He described Esterhuizen as a leading role model in South Africa’s automotive sector. “As the IMI continues to work closely with the RMI to establish a benchmark for international training standards across the region, we have
built a strong relationship with leading South African automotive experts, including Jeánne Esterhuizen,” he said. “She, like all the award winners here tonight, has shown dedication to the automotive sector as well as to her business – and has set great examples for others to follow.” In accepting the award, the RMI President, who is CEO of Technicolour, a Free State-based panel beating business, said: “To be the first female from the international automotive sector and only the third woman to ever receive an IMI Fellowship means the world to me. “I believe it’s the nurturing nature of women to work selflessly in any environment in order to make a difference in the life of young people. Experience has taught me it is possible to unlock remarkable potential in any student if the environment and platform in the workplace is used correctly.
Jeánne Esterhuizen addressing delegates in London following acceptance of her honorary fellowship from the IMI
“The level of success in any business depends on the level of skills that the employees have, so this is the most important part of business growth.”
Special Western Cape Regional Executive meeting
T
he majority of RMI Regional Executive members in the Western Cape – as well as retired Executive members – recently attended a special Regional Executive Meeting at which they enjoyed lunch and exchanged stories of years gone by. Taken at the gathering, the picture shows: Back, left to right; Johan du Toit, Ray Matthews, Eduann Naude, Eric van der Merwe, Pieter du Plessis, Willem Burger, Nicky Thorpe, Johnny van Niekerk, Chris Blom, Pieter Claassen, Charles Canning, Charles Baxter, Johan van der Merwe, Abe Dunn and Michael Meyer. Front: Jakkie Olivier, Ferose Oaten, Roy Bastick, Rod Hulley, Jock Wood and Joy Oldale
32 - APRIL 2017
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RMI UPDATE
Transformation high on NAACAM’s agenda
I
ncreased participation by black owned suppliers in the country’s automotive sector and greater use of local components would be major themes at the National Association of Automotive Component and Allied Manufacturers (NAACAM) Show to be held in Durban on April 5 and 6. NAACAM’s Executive Director, Renai Moothilal, said that working with its value chain partners, including locally based OEMs, the Department of Trade and Industry and supporting agencies such as the AIDC, the NAACAM Show would be a practical tool to progress transformation issues.
that government would continue to push the automotive sector towards an ownership profile that matched demographic representation. “The most realistic way for this to happen is through lower-tiered component segments,” he said.
RMI resolves towing issue
T
he Retail Motor Industry Organisation (RMI) has successfully mediated in a storage fee wrangle involving one of its members – a Cape Town tow truck company – and the family of a victim of a serious motor accident.
Besides an exhibition focus of bringing in and highlighting black supplier companies, two conference sessions had been planned that were dedicated to black supplier development.
The crash happened on Wednesday, February 22, resulting in admittance to hospital of the vehicle’s severely injured owner-driver as well as a critically injured passenger.
According to Moothilal, the mainstream automotive economy – represented by an estimated 400 executive level delegates, including those from OEMS, tier 1s, tier 2s, black-owned manufacturers and stakeholders – would gather to engage on the issues.
At the accident scene, a colleague of the injured vehicle owner negotiated with the driver of tow truck to have the damaged car hauled to a storage facility operated by Compass Towing, a member of the RMI. A fee of R1 850 was verbally agreed, with the proviso that no storage fees would be charged for the first few days.
“There are opportunities to drive transformation. Within the tier two space it will be possible to develop a cache of black industrialists, reshaping the owner dynamics within this sector,” he said. “The entire sector is committed to transformation objectives and is taking proactive steps to foster and accelerate development.” Moothilal said that given the levels of government support for the automotive industry through the Automotive Production and Development Programme (APDP) and other supporting instruments such as the Black Industrialists Scheme, it was accepted
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The inaugural NAACAM Show will take place in conjunction with the Durban Automotive Cluster’s National Localisation Indaba at the Durban ICC. It is scheduled to be held every two years rotating across South Africa’s major automotive hubs.
Since the scene of an accident is often confusing and stressful – moreso if victims are seriously injured – tow truck drivers are in a position to take advantage of the situation. In agreeing to the negotiated terms, the RMI has learnt that the tow truck driver involved in this incident acted without the authority of his employers. When the vehicle owner’s brother called Compass Towing the following day to have the car released, he was
told by the admin office that a fee of R5 870 was owed – R4 020 more than amount agreed at the accident scene. Efforts to contact the tow truck driver by the person who had negotiated the deal – including telephone calls and a visit to Compass Towing’s premises – proved fruitless. He did not answer his mobile phone and he was not on the premises. However, the admin office was adamant that the car would not be released until the bill – with mounting storage fees – was settled in full. Two days after the accident, the RMI’s Cape Town office received an e-mail from the vehicle owner’s brother which outlined the issues and which asked the Organisation to intervene. Accordingly, the RMI contacted one of the business’s shareholders who, after hearing the story, immediately instructed Compass Towing’s admin office to release the vehicle in terms of the original verbal agreement, saying the tow truck driver had neglected to inform management of the details. The shareholder, who apologised for any inconvenience the company may have caused, also waived a second towing fee which saw the damaged vehicle transported from Compass Towing’s facility to the injured owner’s house.
APRIL 2017 -
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RMI UPDATE
Mahle opens offices in Gauteng Being closer to customers will allow the company to be more responsive to needs. Georges Mourad, Mahle’s head of the EMEA region, also used the occasion to thank Chris Stanbridge for his contribution to the brand’s success and his role in the company’s re-entry into direct distribution in South Africa approximately three years ago. Outside Mahle’s Midrand offices, from left: Georges Mourad, Chris Stanbridge, Henk Pretorius, Richard Clarke and Muhammed Sayed
M
ahle has expanded its footprint in South Africa with the opening of an office and warehouse in Midrand,
Gauteng.
The decision to expand from the Port Elizabeth operation was taken as Mahle saw the need for a central point of contact for clients situated in the Gauteng area.
Richard Clarke, head of Mahle Aftermaket sub Saharan Africa, presented Stanbridge with a beautifully framed Proteas Cricket shirt in commemoration of his departure from the company. After the ceremonial ribbon cutting, Mourad and Clarke declared the office open for business. Henk Pretorius and Muhammed Sayed have been tasked with running the Gauteng operation, while Clarke will continue to be based in Port Elizabeth.
Hat-trick for Juan
M
onroe Southern Africa recently held its local aftermarket sales conference and awards. Winner of the company’s 2016 Salesman of the Year title for the third successive year was Juan Olivier, District Manager for Pretoria, North West and Botswana. He is seen accepting his trophy from Allan Rudman, Monroe SA’s Country Manager.
“Abandoned Solutions offers a LEGAL, COST FREE solution TO ALL DEALERS/WORKSHOPS/PANELSHOPS” BACKGROUND
SOLUTION OFFERED
•
We will: • Clear any vehicle within 12 to 16 weeks so that these vehicles may be removed from your premises, processed and sold by ourselves as salvage. To defray some of the “sunk cost” already incurred by the dealer.
•
• •
Abandoned Solutions is a company focused on addressing the issues associated with the salvage and recovery of vehicles abandoned at dealerships and workshop outlets. South Africa’s precarious economic and socioeconomic environment, coupled with high household debt-to-income ratios has left mass SA households in poor financial health. Many businesses are seeing significant changes in consumer buying behaviour; among these is a growing trend to abandon vehicles at dealer workshops. In many instances the cost of repairs, vehicle debt and any other related charges exceeds the value of the vehicle consequently fueling the “abandoned vehicle” phenomena.
PROBLEM DEFINITION
Because of this increasing “Abandoned vehicle” phenomena, dealerships are facing the following issues: • Vehicle floor and or yard space is being consumed by an ever increasing inventory of unproductive abandoned vehicles. • Abandoned vehicles are being stripped for spare parts, as well intended mechanics look to reduce maintenance costs and improve turnaround times on vehicle repairs. This in itself has the potential to introduce quality issues because of the practice of using “used parts”. Similarly the dealership is exposed to increased liability should the original owner collect or request that their car be returned in the same condition as when originally left at the dealership. • Abandoned, stripped, damaged vehicles detract from overall dealership standards and place pressure on relationships between dealers, dealer principles and the OEM. •In many instances the time and associated legal costs required to hold abandoned vehicle owners accountable exceeds the - APRIL 2017 value of repairs and or the value of the vehicle.
34
•
We at Abandoned Solutions offer a quick, cost free solution to these problems.
We will: – Cover the legal costs associated with clearing any vehicle slated for salvage. – Indemnify the dealer against any legal claims arising from any salvage activity. (A written report supported by appropriate clearance documentation will be provided to the dealership prior to final removal and salvage of any said vehicle.) – Return a minimum of 15% of the salvage value, (net of legal and clearing costs), to the dealer. • As an additional service, Abandoned Solutions can offer FREE temporary storage for abandoned vehicle should this be required during the clearing / salvage process. Contact Robert Henderson on 011 450 0550/0004 or 073 016 8424 Fax: 086 662 1148 / E Mail: rob@abandonedsolutions.co.za Address: Office A1 Mediterranian Conference Centre, 72 Concorde Road East, Bedfordview
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APRIL 2017 -
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RMI UPDATE
B-BBEE: Enterprise and Supplier Development
T
he Enterprise and Supplier Development element as set out in Code Series 400 of the amended Codes of Good Practice for B-BBEE is intended to maximise the use and development of empowered suppliers, whether micro, small, large, or black-owned. It is also intended to increase the access of black businesses to mainstream opportunities, as well as promote entrepreneurship in black communities. This element is the driving force behind B-BBEE and is the only element that makes a higher at lower B-BBEE level relevant. It is measured according to three subcategories – Preferential Procurement, Supplier Development and Enterprise Development. Preferential Procurement sets out to measure to what extent a company procures goods or services from B-BBEE compliant suppliers – hence preferential – based on the suppliers’ B-BBEE recognition levels. Your score under Preferential Procurement is dependent on the BEE scores of your suppliers. This means that the higher a supplier’s BEE score, the more it will count towards your Preferential Procurement score. Enterprise Development measures the extent to which a company contributes to the development of any black-owned enterprise with an annual turnover of less than R50million. Supplier Development is exactly the same as Enterprise Development except for the proviso that, here, the black beneficiary should also be a supplier to the company being measured. Enterprise and Supplier Development, like Skills Development, are priority elements, which mean that any business measuring its compliance on the B-BBEE scorecard needs to achieve a sub-minimum of points for Enterprise and Supplier Development, failing which the overall B-BBEE Level of Compliance
36 - APRIL 2017
Preferential Procurement does not solely measure the percentage of services and goods procured from B-BBEE compliant suppliers but, most importantly, also measures the percentages spent on Micro Enterprises and Small Enterprises (EMEs and QSE’s) as well as enterprises with 51% or more black ownership and enterprises with 30% or more black woman ownership. Contributions that qualify for points under Enterprise Development and Supplier Development include Grant Contributions, Interest Free Loans, Standard Loans, Overhead Costs, Direct Costs, Preferential Discounts and Shorter Payment Periods.
will be discounted by one level. The subminimum requirement for Enterprise and Supplier Development is 40% of the total weighting points of each of the subcategories.
Most companies already contribute towards Enterprise and Supplier Development, but don’t keep records and are therefore unable to quantify and qualify the contributions for purposes of B-BBEE verification.
In other words, an entity must attain as a minimum the following points: • Preferential Procurement: 10 out of a possible 25 points (bonus points excluded) in respect of large entities (businesses with an annual turnover of more than R50-million) and eight out of a possible 20 points in respect of qualifying small entities. • Supplier Development: Four out of a possible 10 points in respect of large entities and two out of a possible five points in respect of qualifying small entities. • Enterprise Development: Two out of a possible five points (bonus points excluded) in respect of large entities (businesses with an annual turnover of more than R50-million) and two out of a possible five points in respect of qualifying small enterprises.
In view of the increasing importance of Enterprise and Supplier Development in terms of B-BBEE, the RMI4BEE Service offering now incorporates advice, guidance and assistance with all aspects of Enterprise and Supplier Development. This includes: • Calculating targets and projected spend; • Assisting companies regarding the formation of a procurement policy and strategy; • Finding reliable and cost-effective BEE suppliers; • Identifying possible supply chain weaknesses that can be improved for purposes of Preferential Procurement; • Assisting with status regarding suppliers’ latest B-BBEE levels of compliance; • Identifying possible qualifying Enterprise and Supplier Development beneficiaries; • Advising on appropriate accounting and reporting systems with relevance to B-BBEE verifications; • Highlighting risks and cost effectiveness of various models of Enterprise Development and Preferential Procurement and assisting in the preparation of the final portfolio of evidence.
Therefore, should a business measure its overall compliance on the B-BBEE scorecard and, for example, achieve 56 points on the scorecard, it would be regarded as a Level 7 B-BBEE contributor. However, if such a business did not achieve the sub-minimum points in Enterprise and Supplier Development’, the Level 7 would be discounted to Level 8.
Johan Coetzee RMI4BEEE 086 176 4233
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OCTOBER 2016 -
37
Volkswagen Genuine Parts. When only the best will do.
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COVER STORY
Set to host WorldSkills… organisers of the Abu Dhabi event at a recent ceremony to mark the lead up to the finals, scheduled to be held in October
WorldSkills: The Road to Abu Dhabi The WorldSkills National Competition held recently in Durban paves the way for South Africa’s winners to pit their skills against the world’s best at the international finals in Abu Dhabi in October. Reuben van Niekerk reports
T
he RMI-backed WorldSkills South Africa National Skills Competition recently saw 122 competitors from various disciplines compete for a chance to represent the country at the World Skills finals to be held later this year in Abu Dhabi. The competition is regarded as a significant component in highlighting development of South Africa’s skills and resource initiatives in line with the Ministry of Higher Education and Training’s aim to grow the economy as envisaged in Government’s National Development Plan (NDP). Global trends indicate that by focusing on skills development, technologies hold the promise of driving national economies beyond their normal, stagnated or declining growth paths. Additionally, education and training comparative studies and research
40 - APRIL 2017
– some conducted by International Labour Organisation (ILO) and the International Centre for Technical and Vocational Education and Training (UNEVOC) – show that countries which feature strong technical, vocational and occupational elements in their education and training systems tend to survive economic recessions better and display lower levels of unemployment. The studies and other national socioeconomic dynamics have convinced Government – and especially the Department of Higher Education and Training – that expansion and resourcing of the TVET Colleges sector is a priority for mid-level skills development. Accordingly, the hosting last month of the WorldSkills National Competition in Durban formed not only a showcase for the country’s skills development, but also served as a platform to highlight technical, vocational or occupational
career opportunities offered by TVET colleges. “WorldSkills South Africa is about being part of the global movement on skills development, education and training,” says Jakkie Olivier, CEO of the RMI. The competition again included automotive categories such as Auto Body Repair, Automobile Technology and Car Painting, with winners of the gold awards in each selected to compete at the WorldSkills Finals in Abu Dhabi in October. Muhammad Yaqoob Damon won gold in the Auto Body Repair category, with Bongani Nkosi awarded silver and Ntsako Vuma taking bronze. SAMBRA manager Raoul Spinola was one of the competition experts who were designated by the organisers to keep a watchful eye on proceedings.
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The RMI’s Communications Manager, Danelle van der Merwe with SAMBRA’s Raoul Spinola at the Organisation’s display at WorldSkills South Africa
In the Automobile Technology category, Yaseen Ebrahim took the gold award with Brendon Pillay and Thuven Muniappen in second and third places. In the Car Painting category, Pearl Khumalo outscored her male competitors to take gold ahead of Dean Cahoon (silver) and Livhuwhani Netshituni (bronze). RMI member and equipment supplier Gondolier – which has been involved in WorldSkills competitions for the past three years – again provided all the Jonnesway Professional Tools, Finixa, Sunmight and Dominion refinishing products as well as the Cebora and
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Tempir equipment that was needed in the Auto Body Repair and Automobile Technology sectors of the competition. The company also contributed all the equipment and paint-related products that were needed for the Automotive Refinishing category of the competition, which was held at BASF’s training centre in Durban. Gondolier representative Christie Brill says it is the company’s job to ensure that all competitors are equipped with the correct selection and the right quality of tools in order to compete efficiently in WorldSkills. “We are proud
APRIL 2016 -
41
COVER STORY
to be associated with the competition and with loyal partners the RMI and Imperial.� Other sponsors included Aero-O-Cure, 3M and Afrox. Olivier says the RMI is committed to helping to develop the skill sets which are needed by the industry now and in the future. “The RMI cares deeply about South Africa’s motoring sector and has a vested interest in helping to develop the skills that are required,� he says. “The WorldSkills Competition is a great initiative to showcase and attract school leavers to pursue automotive careers as artisans, and is in line with the RMI’s goal to elevate the status of trade career awareness and development.�
201703SOT.FH11 Fri Mar 17 15:13:12 2017
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In his closing address, the Deputy Minister of Higher Education and Training, Mduduzi Manana, said: “I congratulate and salute all those who have received awards of excellence in their various competition skills. I believe they will certainly represent South Africa well at the WorldSkills finals in Abu Dhabi.� C
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Bosch Training Programme : Ensure a competitive advantage for yourself
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ulian Pillay, newly appointed director of NAZA
APRIL 2017
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TRAINING
Building SA's artisan skills
S
carce and critical skills shortages, specifically artisan skills, are widely regarded as a key factor which slows economic growth globally. Though these shortages have a significant impact on all industries, they are far-reaching for the automotive, manufacturing and allied industries, says Natalie Nelson, Operations Manager at the Gauteng Automotive Learning Centre. In a White Paper for Post-Schools Education and Training which was approved by Cabinet in November 2013, Dr Blade Nzimande, Minister for Higher Education and Training said: “We envisage a system that is made up of a diverse range of educational institutions and institutional types that will expand considerably over the next 20 years to cater for the millions of people – especially the youth, but also a large number of adults – who need its benefits. “It will also be a system that recognises that the right to access an educational institution is not enough, and that institutions must provide education of a high quality. The system envisaged must provide paths for articulation between various qualifications, and there should be no dead-ends for students; there should always be a way for someone to improve their qualifications without undue repetition. Meeting the needs of learners of all ages and levels must be a central purpose of the education and training system.” To this effect, the Department released the Decade of the Artisan strategy which seeks to develop 30 000 artisans across scarce and critical skills vocations by 2030. It is under these auspices that the Automotive Industry Development Centre (AIDC) established the Gauteng Automotive Learning Centre (LC) as a conduit for the implementation of scarce and critical and artisan development
44 APRIL 2017
programmes which seek to address skills shortages. Nelson says while the programmes on offer at the Learning Centre have a distinct automotive focus, they cater to the manufacturing industry at large with a view to building cross-sector capacity. The Learning Centre is accredited as a full Training Service Provider under merSETA and is currently expanding its scope to all relevant SETAs to enable it to offer a wider variety of programmes linked to Sector Skills Plans (SSPs). The facility has also recently been certified as a Festo Authorised Centre for Training (FACT) and, in partnership with Festo South Africa, can train and certify artisans for the manufacturing sector. The Learning Centre’s primary target audiences are Original Equipment Manufacturers and Automotive Components Manufacturers. Collaborations have yielded successful programmes such as the graduation of 145 learners who sat the National Certificate: Automotive Components Manufacturing and Assembly, NQF Level 3 and 4 in 2014-2015 and a pilot Graduate Development Programme which saw 20 graduates complete the Certificate Production and Operations Management in 2017. The Learning Centre has also embarked on a flagship People Living With Disabilities programme for OEMs which sees 52 learners taken through the Generic Management and Automotive Sales and Support Learnerships at NQF Level 3 and 4 respectively. The upcoming launch of a Trade Test Centre in June 2017 completes the value chain of service offerings which range from training to trade certification for specific artisan vocations. As an accredited training centre the Learning
Natalie Nelson, Operations Manager at the Gauteng Automotive Learning Centre
Centre is able to conduct training and certificate for those qualifications and skills programmes which have been completed. However, the approach still leaves a gap around the formalisation of skills within automotive and allied industries. The advent of the Trade Test Centre is significant as it can facilitate trade test preparations, recognition of prior learning and trade testing for the chosen vocations. Nelson says that by understanding that development of skills does not take place through a single event (training) but is rather built through the process of continuous integrated learning, we can foster sustainable skills for the future. “Skills should not be categorised by the number of training programmes attended but by the incumbents’ ability to implement skills and knowledge gained in way which adds value and can be measured. “Skills and knowledge are only half the battle won; they are essentially incapacitated by the wrong attitude. Coupling the right attitude with skills and knowledge is the most powerful weapon for building sustainable skills as the incumbent takes ownership for his or her learning, growth and development and becomes motivated to not only perform at optimal level, but also to ensure skills and knowledge transfer,” she maintains.
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www.aidc.co.za
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Contact: Natalie Nelson Operations Manager: Gauteng Automotive Learning Centre Tel: (+27) 12 564 5076 FEBRUARY 2017 45 Email: NNelson@aidc.co.za
TRAINING
Service capability through training To succeed in today’s aftermarket, service specialists must meet sophisticated requirements of advanced technologies and deliver a quality of service that satisfies the most demanding customers. Bosch underlines the importance of receiving the right training
O
ne of the best ways to ensure your business develops and prospers is to maximise the skills of everyone you employ. Whether that requires greater levels of technical skill right through to improved product knowledge, the Bosch Technical Training Programme has a training course from which you and your staff can benefit. Covering key aspects of servicing, technical diagnosis and systems training, the Bosch courses have been constructed specifically to meet the needs of vehicle workshops. To succeed in today’s aftermarket, the service specialist must meet sophisticated requirements of advanced technologies and deliver a quality of service that satisfies the most demanding customers. The scope and quality of these services are ultimately dependent upon the skills and ability of the workshop technician, who is responsible for the application of information, skill and equipment to diagnose and resolve problems. The key to this process being achieved effectively is the underpinning knowledge that has been acquired from training. Therefore Bosch technical training is as essential to the technician’s role as is technical information or even garage equipment. Training is an investment which also allows your technicians – and therefore your business – to adapt to the changing
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demands of the aftermarket and, in doing so, maintain the service capability of your workshop. It’s important to move with the times! New technologies, more sophisticated service requirements and an increasingly demanding market, indicate a need for experts who are able to approach their tasks professionally and with confidence to secure improved business for the future. With this situation, properly trained staff becomes a necessity. In recognising this fact, Robert Bosch South Africa continues and expands on its comprehensive training programme in 2017. Offering both basic and advanced courses for technical, product and service training these courses are designed to ensure the technician is fully equipped to meet the technical, marketing and sales demands of the new millennium. The Bosch Technician is highly trained when it comes to vehicle diagnosis, including testing, troubleshooting and repair of electronic automotive petrol, diesel and ABS systems. You can be informed how to diagnose faults on modern electronic systems, and how to deal with customers in a professional and reassuring manner.
troubleshooting and repairing modern Bosch automotive systems such as: • Engine management; • Ignition; • Electrical; • ABS anti-skid braking system; • And other vehicle systems. The Bosch Diesel Technician is the expert in Bosch Diesel Fuel Injection Systems when it comes to testing, troubleshooting and repairing all Bosch mechanical or electronic fuel injection systems. Bosch Systems Technician training covers all Bosch electrical and electronic systems used in motor vehicles, as well as customer relations.
Reservations must be made through a Bosch wholesaler/supplier. 1. Complete a training order form and submit it to your wholesaler/supplier. 2. The wholesaler/supplier will endorse your order form and forward to Robert Bosch for processing. Order forms must be properly completed. Order forms submitted directly to Bosch cannot be processed.
The Bosch Service Network is the expert when it comes to testing,
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Lost knowledge = Lost efficiency Take a look at one of our role specific DMS training courses
cdkglobal.co.za/training/
The CDK Global logo and CDK Global are trademarks of CDK Global, LLC. Š 2017 CDK Global MFH 02/17 V.10
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APRIL 2017
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TRAINING
Marinda Clack of Triple E Training looks at challenges faced by members of the Retail Motor Industry regarding compliance with B-BBEE codes
I
n the last quarter of 2016, B-BBEE codes were in the spotlight regarding changes that were made – with serious implications for the automotive industry. Since vehicle manufacturers will now lose many points on the ownership element of the BEE scorecard, it is near impossible for them to maintain a Level 4 rating. This challenge is unfortunately also one that members of the RMI face on an ongoing basis. Companies are now being forced into ownership transactions which could take years to finalise. In many industries it is equally difficult to find blackowned businesses with which to trade for the procurement element of the BEE scorecard. And even this option usually has lengthy legal and regulatory processes that need to be followed if suitable blackowned businesses are found. Focus on skills development initiatives within Category B and C training I’d recommend that, while solving dilemmas of ownership and preferential procurement, RMI members should be focussing on skills development. The reasoning is straightforward. As a priority element of the BEE scorecard, initiatives falling within Category B and C training will enable
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business owners to achieve maximum points under the skills development element, thereby helping the business’ overall rating. One of the advantages of a wellplanned and strategic skills development programme is that your company will be able to train community-based learners, which will have a further positive impact on the socio-economic development element of the scorecard. Learnerships are categorised as Category C, with our most popular learnership being the GETC Manufacturing, Engineering and Related Activities learnership. The learnership is delivered on-site at the client’s premises and is presented as a simulation of theoretical knowledge and workplace learning, of which employees need to keep a learner log book. Exams are done as external assessments by independent assessors and, at the end of the learnership, the NQF 1 qualification is issued by merSETA. Is earning points for BEE the only advantage to skills development? There are many advantages to skills training for the employer who develops his or her staff members, and for the employees who are being developed.
Since the employer now has better skilled staff, work is completed faster, with fewer mistakes, increasing the level of productivity which, in turn, leads to a more profitable business. What better return on investment can any business ask for? On the other hand, employees who are being developed feel important because the business has invested in them, generally resulting in people who take more pride in their work and who experience an enhanced level of job satisfaction. That, in turn, leads to higher staff retention. Businesses often express concerns about staff leaving after training. If an employee leaves once up-skilling has been completed, it is likely that he or she was planning to leave even before the training started. This is the reason why it is so important to conduct a thorough analysis before embarking on any skills development programme. How can skills development benefit the industry? Not only will skills development result in better BEE scorecards, but also in the overall improvement of the industry through a happier, more productive workforce that ultimately impacts the bottom line.
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AUGUST 2016 -
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TRAINING
Adding value Hiring and retaining employees can be difficult for dealerships in an industry that sees high levels of staff turnover, but it’s also a crucial element when it comes to increasing profitability
P
icture this: Joe Smith has worked at your business for years and has always been in charge of a particular job and set of tasks. There isn’t a need for anyone else to learn his job as Joe knows it like the back of his hand. But one day Joe decides to leave for pastures new, so who does his job now? When key staff members leave, they take their knowledge with them and, if no one else is trained in their field of expertise, you may have a problem. Training can often be overlooked in the automotive retail industry. Some might see it as an inconvenience that stops their employees doing their designated jobs, while others may believe it to be a waste of money, paying to train staff members only for them to leave soon after. Hiring and retaining employees can be difficult for dealerships in an industry that sees high levels of staff turnover, but it’s also a crucial element when it comes to increasing profitability. Employees leaving can lead to a loss in productivity and
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knowledge, so it becomes imperative that all staff are trained to the required standards for their roles to try and counteract these inevitable staff losses. Providing the necessary training for dealership staff is beneficial for the whole business. It’s important to keep up with industry changes while ensuring employees’ skills and knowledge remains up-to-date – this can not only help the business develop, but can also ensure that staff comply with industry regulations. Training the workforce will also help advance employee skills, which can only be seen as a positive benefit to the business. When you think of staff training, it may conjure up an image of a person in a high-vis jacket standing at the front of a classroom demonstrating how to pick up a heavy box or demonstrating the Heimlich manoeuvre. However, nowadays your employees don’t even have to be in the same room as anyone else – it can be done remotely.
Training does not need to be a costly venture for your dealership and the rewards you can reap as a business are potentially very beneficial. Increasing productivity can give you a competitive advantage and staff who feel they are performing well, thanks to their increasing skillset, will also become more highly motivated. Maintaining and building on these skills can also lead to what many dealerships struggle with – staff retention. By committing to develop your employee’s skills through training you are demonstrating their value to your business which, in the long run, may well lead to higher levels of staff loyalty. CDK runs a number of training courses for sales, service, and accounts to help dealerships ensure staff members get the most from the DMS and its wealth of tools and functions. The details are held on the company website, www.cdkglobal. co.za/training
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AUTOMOTIVE The Ultimate Learning Experience
TECHNICA LEARNING RESOURCES Technica is a worldwide content developer, distributor and solutions provider of training material to the Automotive market in the training of technicians and individual users by means of Online subscriptions and text books. The product has the largest library of the best quality interactive automotive training material available. The product is web based, works on a Know-See-Do-Prove principle, runs for 12 month subscriptions and is accessible at any time.
ONLINE The content is generic and will teach the basics and best practice of working on vehicles. All of the training is carried out online with a mixture of video, task sheets, summaries and assessments. The content is available in a variety of modules, from topic groups to automotive levels based on the merSETA curriculum at varying price levels and can be viewed at www.technica-online.com under the courses tab. The training material can also be customised into a training LMS for organizations, adding our material to their own including testing and reporting on a student’s progress.
TEXT BOOKS Technica Learning Resources is endorsed by the Manufacturing, Engineering and Related Services Sector Education and Training Authority (merSETA) for its latest printed learning mater which is now being more widely used in the South African training environment. The technical textbooks, compiled with input from international experts in their fields, cover a wide range of topics, from light vehicle technology through to forklift maintenance and repair.
CH5081
www.technica-online.com For enquires contact Andrew McIntosh on 011 879 6021 or andrew.mcintosh@technica-online.com or Waldie Pienaar on waldie.pienaar@technica-online.com www.automobil.co.za MARCH 2016 -
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TRAINING
Solving a transport dilemma Although these figures are worrying, they are not without a solution. Accredited and reputable training organisations, such as NOSA Logistics, specialise in addressing such issues, intent on decreasing risk through upskilling drivers and changing driver behaviour.
D
river skill is of great concern to South Africa’s transport industry, with one of the many issues being the legitimacy of licences, training certificates and/or professional driver permits (PrDPs). Many companies tend to take an individual’s credentials at face value.
According to various statistics there are over 400 000 unqualified or inadequately skilled truck drivers on the country’s roads, severely compromising the safety of all road users as well as the companies and products they represent while driving – especially if an incident or fatality occurs while they are behind the wheel.
Through various programmes, drivers undergo intensive assessments, evaluations, screening, as well as both practical and theoretical defensive driver training. They are taught about advanced road safety and are trained in various defensive driving techniques. For more information on NOSA Logistics courses, contact: Tel: 031 705 3225 info@nosalogistics.co.za www.nosalogistics.co.za
BASIC | INTERMEDIATE | ADVANCED AUTO ELECTRICAL Kigima Auto Electrical Training Centre prides itself in offering students top class Facilitators where focus is placed on individual attention and student support. Thereby giving students the confidence to excel in their skills development.
SHORT COURSES ON OFFER : Bench Worker (LD & HD) Basic Auto Electrical (LD & HD) Intermediate Auto Electrical (LD) Advanced Auto Electrical (LD& HD, Plant & E/moving) Sales, Stores & Goods Receiving Trade Test Preparation Sound & Security Basic Auto Air Conditioning
Credit & Debit Cards Now Accepted
KIGIMA IS A LEVEL 4 BEE CONTRIBUTOR WITH 100% PROCUREMENT RECOGNITION
Kigima Auto Electrical Training Centre 212 Soutter St, Pretoria West, 0183 Tel : +27 (0)12 327 2586 Fax : +27 (0)12 327 6211 Email : irene@kigima.co.za
kigimatrainingcentre
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www.kigima.co.za
Online tech training from Arvato
TRAINING
the course at any time and continue whenever convenient. Please visit www.arvatotraining.co.za for more information. In a second step Arvato will also bring OEM model specific training online. However, this does not mean that conventional model introduction training courses across South Africa will fall away. There is great benefit to having a new vehicle physically accessible to learners. Online, this aspect will not be possible and the look-and-feel component of the course will be lost.
A
rvato is one of the largest business process outsourcing (BPO) providers in the world and operates in various industries. The company has been a household name in the international automotive industry since the 1970s. In South Africa, Arvato has been a service provider to the motor body repair industry for many years. Most major car brands offer new model introduction training courses to approved networks of motor body repairers through Arvato. However, when more and more insurance companies decided to send assessors to model specific training courses, the need to train car insurance assessors and independent vehicle assessors became evident. Technology evolves quickly, so not only body repairers but also estimators and insurance assessors need to be exposed to technology updates. As insurance assessors do not perform any repair work, a less detailed and less model specific course was needed. Arvato consecutively developed a new, more generic training course, specifically aimed at assessors to bring them up to speed across various brands and models with anything from basic technical concepts to the most recent vehicle technologies.
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Typical training contents include body and body structures, crumple zones, crash behaviour, electronics, occupant protection devices, running gear, paints and paint defects among other specifics. In the past assessor training was held at various venues across the country. This meant that assessors would lose one or two days of working time (and income), PLUS they had to travel quite far in some cases to join the classes. For these reasons, Arvato decided to move the entire course online. The company produced various video clips with a South Africa-based video production company and developed an online platform to host the training courses.
However, the aim is to establish an online database of various model training courses which Arvato has held. This will be beneficial for new staff joining MBRs, who will need to brush up on certain skills. In the past this was not possible: When one course was finished, it was finished for good. In future each course will be available online and can still be accessed at all times, which also will enable more MBR staff to attend training sessions over time. This will increase general productivity and workshop throughputs, decrease damages caused during repairs and ultimately raise customer satisfaction for the particular body shop. Email: info@arvato.co.za Tel: 041 9955200
Anyone can now sign up and complete the training course online. After each chapter a short online test will have to be completed successfully in order for the candidate to advance to the next stage. Only after completing the entire course, a certificate can be downloaded from the website. This means: No more days of work are lost and no more expensive travel to training venues is needed. Learners can conveniently log on at any time from home or the workplace. They can pause
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TRAINING
Getting the process right, first time
BASF Technical team conducting training at the Refinish Competence Centre
C
ar manufacturers continuously release new colours for their different vehicle models. BASF Coatings Services ensures that their technicians always possess the know-how to refinish and reproduce such colours before the vehicles go into the body shops for repairs. Recently, Wayne Brandon, BASF Coatings Services Regional Head Trainer, conducted a training session with BASF’s technical teams. “The training session was based on the new silver base coat P13 released by BMW.
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“The session started with panel preparation which included a repair and a new e-coat applied to the panel. This was followed by the paint process where-by the blending process was as per the recommended BASF guidelines for blending special colours,” explained Brandon. “This colour is highly sensitive as it contains special pigments, therefore attention to detail; as always, is needed when preparing panels for painting,” he added. The technicians also worked on the new Mazda 41V Soul Red. “We did
the application as per the recommended processes prescribed by the Glasurit Technical data sheets. “We followed the latest formulations for panel repair, blend-in techniques as well as edge to edge painting. The formulas were painted on colour sample plates and compared to vehicles at the Mazda dealership. “The results which we achieved will certainly help both the technicians and end users,” concluded Brandon. Following the Glasurit paint processes will result in using less paint and time saving.
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ATE breaks the mould
A
lfred Teves Brake Systems (ATE*), a member of the Metair Group, is a South African company on a very important mission: to educate and upskill the country’s technicians. ATE’s training programme is specific as well as comprehensive, dealing with every aspect of the modern braking system. The duration of each training session is approximately three hours, depending on the number of questions posed by participants. Areas of discussion and topics include the brake pedal, vacuum booster, master cylinder, brake lines, brake fluid, brake calipers, pads and discs in addition to brake drum and lining assemblies, amongst others. Training is presented free-of charge by qualified ATE technical personnel and is a hands-on experience. Discussions and recommendations for best practices are aided by the use of fully-operational visual aids and functioning test props. ATE’s trainers emphasise the need to use the correct tools, equipment and products. Participants are encouraged to ask questions, while the main objective of trainers is to dispel possible untruths and bad practices that have,
unfortunately, perforated the South African car service industry. The training team at ATE South Africa was recently joined by an out-of-themould new member: an on-the-bench, experienced, fully qualified technician of the fairer sex. It’s therefore delightful to introduce a rose amongst the thorns, Lucia Mooke. Lucia has an N3 qualification, has completed her two year apprenticeship with Volvo – where she also worked
as a mechanic for a while – and has had extensive exposure in the industry including a stint as a wheel alignment technician. According to Lucia, a technical trainer should choose a field of specialisation. ATE has provided her with an opportunity to specialise in brake systems and to assist others to improve their skills. She hopes to inspire people, especially young females, to become involved in the automotive industry, since she believes that technology is the way of the future, offering a world of opportunity. This concept fits in precisely with ATE South Africa’s training philosophy! The progressive mindset compliments ATE’s commitment to transformation in the workplace. Lucia Mooke is a shining example of ATE’s pro-active strategy in action and, where ATE leads, others are sure to follow. *(ATE is a registered Trademark of Continental Teves AG & Co, oHG and/ or its affiliates in Germany and other countries.)
Please contact Charl Naudé at ATE for your training requirements on 011 898 1817
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TRAINING
Winning the next customer Salespeople in the vehicle arena will need a new set of skills if they are to remain successful in the technological age, cautions John Templeton, head of operations at Sewell’s MSX International
INNOVATION
TOUR VALUES
he mix of knowledge, skills and attitudes required in today’s motor vehicle sales environment has changed – and will continue to change.
careful thought, structured processes and specific knowledge, skills and attitudes on the part of staff operating in the sales arena.
again, manufacturers and dealerships will share responsibility in unlocking the system’s potential. Manufacturers will continue to have an influence on their brand specific sales processes and product training .They will continue to support traditional classroom based training and are increasingly seeking the evolution in thinking, content and training practices which take into account at least three of the important pillars of competence development : 1. The People – Technology Composite; 2. Sticky Learning; 3. The Connected Learner.
We encourage creativity in our people with our preference
In essence, response time and processes used to service inquiries – whether they are online, via telephone or walk in – have altered considerably in a relatively short period of time and will continue to do so as technology advances. Planned business response processes will be the factor that determines who finds – and wins – the next customer.
The responsibility for providing the knowledge, skills and attitudes will be shared between manufacturers and dealerships, the latter having made substantive investments in technology and systems to provide competitive advantage and leverage in response to the emergence and convergence of digital technologies, mobility and social media.
for developing our own solutions to the challenges of our esteemed clients.
We constantly develop and refresh our products and services.
These days it is not the quick response that leads to success – it is about planning the response process. The customer experience has to be personalised whatever the medium of communication and, this in turn, requires
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While these investments will not bring about improved performance or better profits on their own, the way people adopt and use the systems, will be paramount in making a difference. Once
The People- Technology Composite is the idea that technology is applied in the learning environment to enhance
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performance and outcomes in relation to skills, knowledge and attitude. Sticky Learning – the 70/20/10 model – describes the globally acknowledged system where 10% of learning is within a formal structure, 20% takes place through social interaction and 70% takes place on the job. Supporting the learner in the work environment is a critical success factor which becomes the responsibility of the dealership. The Connected Learner refers to the fact the learners are, in reality, immersed in a world of global communication which is connected through an array of technologies. This provides an opportunity to continue with competence development to support knowledge, skills and attitude on a near continuous basis. While certain manufacturers have prescribed systems and processes, it is the responsibility of dealership management to ensure that staff properly optimises the use of the technology. By optimise is meant that sales people have the skills and requisite knowledge to operate the systems effectively and efficiently, and that management sets a level of expectation, in terms of outcomes, that can be measured to prove effective utilisation. Training content needs to be aligned to these systems. CRM systems in today’s environment are case in point. They are functional, are potentially a rich source of data, but are underutilised as a source for leads, as a tool for maintaining contact with existing customers or finding lost customers. The reasons for underutilisation are many and varied, but it is the lack of knowledge and skills on how to use the system – and the attitude of staff toward the technology – which are the inhibitors.
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TECH TALK
The inner workings of Jake Venter examines some engines you don’t see every day
B
ig single-cylinder engines were common in the early years of the previous century because many small cars were very elementary runabouts, and neither the designers nor the buyers trusted the complication of having more cylinders. Single cylinders were also the engine of choice for tractors. Readers may remember the Lanz Bulldog tractor fitted with a horizontal single-cylinder hot bulb (also called a semi-diesel) engine of 9,0 or 10,3 litres. Such single cylinder engines, up to 70 litres in size, employing pistons the size of dustbins, were built between the two World Wars – and maybe even later – for Scandinavian and Japanese fishing boats. The fuel was injected into a hot cavity where it ignited; the flame then spread to the combustion chamber, where the pressure increase forced the piston down. The bulb was kept hot by the running engine, and warmed-up from outside the engine by a blow-torch before starting.
cylinders, were moved and rotated at the same time by little connecting rods, and had apertures to open and close the intake and exhaust ports in the cylinder block. Friction was excessive, and the engines were prone to smoking, but such units were reasonably quiet and usually had a long life because there was always relative movement between all the parts. LIBERTY ENGINES An engine that qualifies as unusual because it was designed and produced in an incredibly short space of time is the American Liberty aero-engine. At the beginning of May 1917, a month after America entered the World War One, the government decided to initiate the manufacture of an aircraft engine.
Liberty engine
On May 29, Jesse Vincent, chief engineer of the Packard Motor Company, and E J Hall, of the Hall-Scott Motor Company, went to work in a Washington Hotel room with some draughtsmen. They worked day and night with the two engineers supervising in 24-hour shifts. Two engine sizes were decided on, a V8 and a V12 and, within three days, enough of the design was ready to enable the Aircraft Production Board to give permission to build five engines of each. Just six weeks later, on July 4, the first V8 Liberty engine was delivered for testing. By August 25 the first V12 had successfully passed a 50-hour dyno test, developing 239kW from 27 litres. The Government ordered 26 500 engines, with production
Sleeve valve engine
This means the engine was not a compression-ignition unit, and should not be called diesel engine. These engines were made as simple as possible so that most spares could be made by the local blacksmith – a useful feature if you were based on one of the many remote islands in Scandinavia. SLEEVE VALVE ENGINES ln its day, a sleeve-valve engine was considered normal. The noise and unreliability of early poppet valves led to the invention of sleeve-valves. These sleeves, fitted between the pistons and the
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being shared by seven motor companies, including Packard, Ford and Cadillac. The first 22 production engines were delivered in December of the same year – just six months after pen had been put to paper! Modern standards of scientific design and attention to various military requirements make such a feat impossible to repeat. RADIAL AND ROTARY ENGINES Radial engines, with cylinders equally spaced around a common crankcase, are confined to aeroplanes, because their construction – with air-cooled cylinders jutting into fresh air – makes them very suitable for this application. They’re usually four-stroke units and have an odd number of cylinders – five, seven or nine – in order to facilitate equal firing intervals. There’s often a master con-rod clamped to one big-end journal on the crank, and all the other con-rods are pinned to this rod in radial fashion. Wankel engines are often called rotary but historically the word refers to the type of engine that enjoyed a brief period of glory during World War I. Its details are so bizarre that I almost hesitate to mention some of them, but many thousands were built for fighter planes. The engine looks very much like a radial engine, but the crankshaft is rigidly fixed to a plate on the fuselage. The crankcase, cylinders, pistons con-rods and valves all rotate around the crankshaft, with the propeller fixed to the crankcase. The reason for the layout was that when the early car engines were tried in aeroplanes they were not only found to be too heavy, but tended to overheat under the full-throttle conditions. The rotary supplied the answer, because the whole engine acted as a flywheel and, because the finned cylinders were always rotating, they formed their own cooling breeze. What were the snags? Getting the mixture to the carburettor was one, and the
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gyroscopic effect of a heavy rotating mass was another. The latter problem made flying difficult, but the earlier was solved in an ingenious manner. The crankshaft was made hollow, with a carburettor on one end, and through this hole flowed not only the air/fuel mixture but the lubricating oil, which had to be castor oil so as not to mix with the fuel! An aperture in the portion of the crankshaft inside the crankcase allowed the mixture to gather inside the engine, from where it flowed either through a one-way valve in the top of the piston, or through holes in the cylinder wall to the combustion chamber. The piston covered these holes during the upward part of its travel. The pilot had an air and a fuel valve to adjust the mixture strength. In practice, these primitive arrangements implied that the engine would only run at two speeds – idle or full throttle. Luckily the flywheel effect of the rotating engine kept the prop turning while the pilot sorted out mixture strength. OPPOSED-PISTON ENGINES Most of the above engines were normal in the sense that the average mechanic would not find them too strange, but when we come to opposed-piston engines, they certainly appear unusual. In these engines the combustion chamber is formed between two pistons that move in opposite directions. Possibly the first use of such an engine is by the French Gobron-Brillie concern, who built engines with this configuration from 1898 to 1922. It’s interesting to note that the Gobron, as it was officially known in later years, was the first racing car to exceed 160km/h when it was timed at 166,6km/h in July 1904. Two-stroke diesels have often been built in opposed-piston form. Diesel engines only inhale air, and this makes them particularly suited to the two-stroke cycle, and they often have a supercharger to help scavenge the combustion chambers.
Opposed-piston engine
A number of opposed-piston engines employed a crankshaft at each end, like two normal engines joined at the combustion chamber. Before World War II, the German Junkers company built a range of two-stroke, six-cylinder diesels with this layout, and some were even fitted to aeroplanes. After the war the Napier Deltic marine unit, shaped like a triangle, continued in this vein. It had a crankshaft at each apex of a triangle, with the cylinders lying along the three lines joining the apexes. This meant that the pistons radiated from the cranks in V-form, so that the engine could also be thought of as three V-engines joined at the combustion chambers. The unit had a total of 18 cylinders (36 pistons), displaced 88 litres and developed 1 400kW at 1 700 revs/min. The advantage of such a layout was that the opposed pistons made it possible for one piston to uncover the inlet ports, while the other uncovered the exhaust ports, giving more positive control of the breathing. The triangular shape decreased the length of the engine and reduced the overall weight. I believe the South African Navy has a few such engines in service.
Jake Venter has worked as a mechanic, as an engineer in an engine assembly plant and as a lecturer, but now prefers journalism.
APRIL 2017
59
LABOUR
Settlement agreements Time is money – and time and effort spent trying to settle a labour dispute may prove costly in the long run, warns Douw Breed, a director at Barnard Incorporated Attorneys, Centurion
T
hese days, running a sustainable business requires more dedication, attention, commitment and most of all, time. Time is so valuable that it is nothing less than a luxury – it cannot be taken for granted anymore. Spending time on trivialities can be very costly for any business, especially in the current economic climate. Some of these “trivialities” often include spending valuable time on matters that do not contribute to the commercial interest of a business. Labour issues within the workplace would occasionally fit precisely within these “insignificant” matters. When an employee is dismissed – or for whatever reason refers a matter to the CCMA or to a Bargaining Council – attending to such issues can be extremely time consuming. Arbitrating these matters may consume from a few hours to a couple of days, depending on the complexity of the matter. Instead, employers might resolve to enter into a settlement agreement with the applicant and ascribe such an agreement as being a business decision. However, making such a decision should be analysed thoroughly, especially in South Africa’s current economic landscape. A settlement agreement is a written agreement between a respondent and an applicant, usually reached at either the CCMA or the Bargaining Council or during any proceedings relevant to the forum. The agreement is in full and
60 APRIL 2017
final settlement of the dispute between the parties and concludes the referred matter, bringing finality to the case.
– on the contrary, it is regarded as a new dispute and it is dealt with in that fashion.
In the matter between Hadio Linah Cindy // Careers Staff Solutions, the court held that the role of the commissioner in the settlement proceedings was not to decide on behalf the parties, but rather to facilitate the process. Consensus between the parties establishes the settlement agreement.
In the event that a settlement agreement is not honoured, the party who is not in default has recourse against the defaulting party in the form of a Section 142 A application. The parties can, by agreement, consent to the settlement agreement being made an arbitration award. This provision is usually found in pre-drafted CCMA settlement agreements.
However, challenging the interpretation of a settlement agreement after it has been concluded is not uncommon. This does not form part of the initial dispute
In circumstances where the parties fail to reach agreement, however, an application can be brought to make the
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LABOUR 2013) the Court held as follows: “In terms of s158(1)(c), read with s158(1A), the Labour Court may make any arbitration award an order of court and may only make settlement agreements, which comply with the criteria stated in s158(1A), orders of court. A settlement agreement that may be made an order of court by the Labour Court in terms of s158(1)(c), must: (i) Be in writing; (ii) Be in settlement of a dispute (it must have as its genesis a dispute); (iii) The dispute must be one that the party has a right to refer to arbitration, or to the Labour Court for adjudication, in terms of the LRA; and (iv) The dispute must not be of the kind that a party is entitled to refer to arbitration only in terms of s22(4), or s74(4) or s75(7) – those kinds of dispute are excluded.”
settlement agreement an arbitration award. It is imperative to note that Section 142A (2) of the Labour Relations Act states that a settlement agreement constitutes a written agreement of a dispute that the party has the right to refer to arbitration or to the Labour Court. A dispute pertaining to Section 74(4) and Section 75 (7) of the Act, which refers to Maintenance and Essential services, are specifically excluded from the provision. In the matter between Greef v Consol Glass (Pty) Ltd (C A02/12) [2013] ZALAC 7; (2013) 34 ILJ 2385 (LAC) (21 May
When a settlement agreement is drafted by a commissioner, certain vital information should be recorded, including: (i) Case Number; (ii) Name of parties; (iii) Specific terms on which the agreement is based; (iv) In the event of monitory settlements, the exact amount and the date it will be due and payable; (v) In the event of reinstatement, when the employee should report for work; (vi) If there are any special conditions, these should be recorded.
be issued – to make provision in the agreement for the obtaining of the tax directive and payment of the settlement amount. It often occurs that a matter is settled prior to the scheduled date at the relevant forum. In these circumstances, it is advisable to ensure that after the settlement has been reached, a signed copy is sent to the applicable forum informing them that the matter has been settled. In addition, a party should confirm that the matter has been removed from the case roll. In conclusion, when considering whether or not to settle a dispute by way of negotiation or let the matter proceed on arbitration, an employer should step into the shoes of a business owner. Commercial sensibility and concomitant considerations will dictate which proceedings to follow – is the time, effort and risk assigned to a lengthy arbitration equal, less or more, to an amount paid in full and final settlement, having regard to the value of time saved; risk mitigated and efforts prevented?
A common question amongst both applicants and respondents is whether settlement agreements are taxable or not and, if so, whose responsibility is it? In short, settlement agreements are subject to the payment of tax to SARS and therefore a tax directive should be obtained. It is advisable – since the directive might take some time to
Douw Breed (BCom (NWU) LLB (NWU)) is a director at Barnard Incorporated Attorneys , Centurion www.automobil.co.za
APRIL 2017
61
LEGAL EAGLE
Read the fine print! Tania Brand, a legal adviser at LegalEX, Centurion, explains the real meaning and consequences of the contractual term, domicilium citandi et executandi
C
ontract, lease agreement or a sale agreement – each usually contains a domicilium citandi et executandi clause. We often accept such a clause as “standard” and do not really pay much attention to it. But do we understand the real meaning and consequences of this rather innocuous-looking clause? Literally translated, the Latin term domicilium citandi et executandi means “house for summoning and upkeep.” In simple terms it means the address at which a person will accept service of any legal documents or notices in respect of the agreement. To explain the consequences and meaning of this term, the following is a typical example of what happens in practice: Mr X goes to the hospital and signs an admission form. The form contains a domicilium clause and Mr X records his residential address on the form. However, Mr X fails to pay a portion of the doctor’s bill and the doctor’s attorney issues summons against him for payment of the outstanding amount. In the meantime, Mr X has moved to a new house without notifying the doctor of his new address, as stipulated in the contract. The doctor’s attorney serves the summons on the address initially recorded by Mr X and proceeds with default judgment against him. At some stage Mr X applies for finance for a new car – only to discover that he has a default judgment recorded against his name.
62 APRIL 2017
After investigation, Mr X finds that the summons was served at his previous address and, since he was unaware that it had been issued, he failed to defend the action or pay the outstanding bill. In his absence, a default judgment had been granted against him. In a worse-case scenario, a Sheriff of the Court could arrive at your home armed with a warrant of execution, issued in terms of a default judgment granted against you – the existence of which you are blissfully unaware since the summons was served at your chosen domicilium. The only way to clear your name at the Credit Bureau will be to bring an application for rescission of the judgment. Apart from the legal costs that you will incur in bringing the application, you have
to meet certain requirements before the court will grant an order in your favour. You therefore have no guarantee that your application will be successful. As the examples illustrate, the signing of a contract that contains a domicilium clause is not just a formality. It is important to keep record of all contracts signed as you will have to inform the other contracting party of a change of address should you move. Another precaution to ensure that a legal document or notice comes to your attention is to request that any legal documents or notices are served via email as well. RMI4Law members enjoy the benefit of legal advice from an attorney 24 hours a day. If you wish to join RMI4Law, call 0861 668 677.
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BUSINESS MANAGEMENT
Are you getting in the way of a sale? We’ve all come across those sales people who are ruthless in their approach, with a lack of regard for what customers want, or if they even want the product at all. If a sales person doesn’t have the right set of tools, he or she may actually be talking customers out of sales. Pieter Scholtz shares seven signs that you could be getting in the way of a sale Seven signs that you are getting in the way: 1. You are following your agenda rather than theirs. Take their lead, if answers to your questions go in another direction, follow it. 2. You are getting objections. Objections mean you didn’t let them bring up an important point during the conversation, or you didn’t listen when they tried to get more details about a certain matter. 3. You are talking people OUT of buying. STOP talking, start listening, it can’t be any simpler than that. 4. You are being asked for a resumé or testimonial. This means you are selling yourself rather than solving their problems. 5. You have a closing rate of less than 50% after following the first 11 steps. If they agree to see you after completing a questionnaire, a half hour on the phone and so much more, in their head they are at the VERY LEAST 50% of the way to having bought business coaching. All you have to do now is let them show you why.
6. You are losing clients within the first 3 to 6 months. There can be many reasons for this, but ultimately, it’s because they are NOT getting the results they THOUGHT they would. Dang, if they just read the books, came up with their own ideas and you insisted they worked harder every week, they would get results. 7. You think your HEAD TRASH is real. “I have to know more, I don’t have enough experience. I have to BE more.” Goodness me, you don’t win a marathon by being more, you win
by training more, running more and doing the hard work. Business success is about hard work – your hard work, your team’s hard work and your client’s hard work. Building a reputable salesforce, who can be relied upon to approach a potential sale with tact and with the customer in mind, is crucial in this day and age. Customers know what they want and won’t settle for less than that, so you need to approach the sale with them in mind. Everything else will fall into place.
Franchise Enquiries – Pieter Scholtz / Harry Welby-Cooke – pieterscholtzactioncoach com / harrywelbycooke@ actioncoach.com. Pieter Scholtz is the Co-Master Franchisor in Southern Africa for ActionCOACH, the fastest growing and largest business coaching company globally. Pieter and his partner Harry Welby-Cooke developed ActionCOACH across Southern Africa, which now boasts over 40 franchisees. He is also a certified, leading business and executive coach. He has successfully assisted countless business owners to significantly grow their profits and develop their entrepreneurial skills. www.actioncoach.co.za / 012 665 1015.
64 APRIL 2017
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APRIL 2017
65
RMI UPDATE
The stigma of HIV It is critical that your company’s HIV/AIDS programme include strategies for addressing stigma in the workplace and beyond
H
IV-related stigma takes many forms – rejecting, isolating, blaming and shaming – and frequently leads to discrimination and violation of human rights.
While there are many forms of HIV/AIDS-related discrimination in the workplace, perhaps the most prominent is termination of employment or refusal to offer employment based on an employee’s actual or assumed HIV status.
Powerful metaphors related to HIV and AIDS can reinforce stigma. Words such as victim, AIDS carrier and sufferer stigmatise people living with HIV and AIDS (or PLWHA), and create images of powerlessness, helplessness and hopelessness. Rather use terms such as survivor instead of victim, person living with HIV instead of carrier or sufferer or AIDS- or HIV-infected.
Other discriminatory practices involve unequal training and/or promotion opportunities, based on HIV status; inconsistent or absent disciplinary practices to deal with instances of HIV/AIDS-related discrimination; and breaches of confidentiality regarding an employee’s HIV status.
Here are a few things that you can do to try and address stigma and discrimination in your workplace: • Check whether your company’s policies address (or perhaps reinforce) HIV/AIDS-related stigma and discrimination;
Contact Redpeg for accredited HIV/AIDS workplace training, consulting and research. tim@redpeg.co.za | 0861 REDPEG or (011) 794 5173 | www.redpeg.co.za)
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There are many causes of stigma when it comes to HIV/AIDS, usually because of ignorance or insufficient knowledge. People often associate HIV infection with illicit sex and/or drugs – this can cause stigma along with fear of death and disease. Stigma may also arise through links with religion and some people’s belief that HIV/AIDS is a punishment from God.
The effects can be disruptive, and the consequences may include negative morale, reduced productivity, compromised employee health – for example where stigma is a barrier to accessing treatment and care – loss of staff, and an undermining of HIV/AIDS prevention programmes.
• Inform your employees about HIV/AIDS stigma and discrimination and let them understand the consequences of discriminatory behaviour; • Protect the rights of employees who are infected or assumed to be infected with HIV, and act decisively when cases of stigma and discrimination do occur; • Encourage sensitivity and understanding among co-workers regarding HIV/AIDS issues; • Encourage HIV infected employees to disclose their HIV status, within a safe, accepting and supportive environment; • Protect the confidentiality of information related to employees’ health, including their HIV status; • Actively involve PLWHAs in workplace HIV/AIDS activities.
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APRIL 2017
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FAQs
RMI UPDATE
Is a verbal resignation legal? The RMI’s experts answer your frequently asked questions Q: Mr X is employed as a team leader at medium sized enterprise. He reports to Mrs Z who is the employer’s line manager. On October 5, 2016, Mr X appeared to be agitated and frustrated. As per the company’s practice, Mrs Z enquired of Mr X regarding his daily tasks. In the course of the discussion, Mr X remained agitated and told Mrs Z that he was resigning with immediate effect. Mrs Z advised Mr X that if he wanted to resign, he needed to submit a resignation letter in writing. Mr X refused to hand in a resignation letter and simply vacated the premises. Moreover, while leaving the ADVERTISERS AUTOMOBIL premises, Mr X handed over his clock card. Is it possible for an employee to resign in such a manner and for an employer to rely upon such a resignation to bring about a termination of the employment relationship?
A: In Nathaniel Andile Mnguti versus CCMA & Others (JR 349/12) [2015] ZALCJHB 277 (28 August 2015), the court held that, with reference to Sihlali versus SA Broadcasting Corporation Ltd (2010) 31 ILJ 1477 (LC), a resignation is a unilateral termination of employment by the employee. The employee must demonstrate a clear and unambiguous intention not to go on with the contract of employment, by words or conduct that would lead a reasonable person to believe that the employee harboured such intention. The court held that it is possible for an FEBRUARY 2017 EDITION employee to resign by way of conduct, or verbally, without a written resignation being submitted. In deciding whether such a resignation does indeed exist, the conduct of the employee must also be considered in light of the following elements:
1. The employee clearly, unambiguously and unequivocally indicates his intention that he wants to leave employment; 2. The employee’s conduct is and/or was unilateral and final; 3. The conduct of the employee, established historically from evidence, leaves a reasonable person with the belief that the employee has the intention of bringing the employment relationship to an end, and then acts accordingly; and 4. The nature of the evidence surrounding the circumstances of the termination of employment must also be considered. Taking into consideration the aforementioned and the legal principles in Mnguti’s case; depending on the circumstance, Mr X’s resignation may amount to a valid resignation despite it being only verbal.
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68 APRIL 2017
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APRIL 2017
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MEMBERUPDATE
The RMI welcomes these new businesses into membership
Member’s Trading Name City/Town A ACD Fourways Sandton Alfa Trio Vereeniging Asaly Motor Spares Pietermaritzburg Auto Service Centre Queenstown Auto-Spec Panel & Paint Randburg Autolectron Germiston B Brads Auto Sales & Services Boksburg C Car Service City Irene Pretoria Car Service City Vanderbijlpark Vanderbijlpark CRC Johannesburg Johannesburg Cupling Motors Pretoria D DLH Auto Solutions Pretoria Dynamic Body Repairs Worcester E East Rand Truck Sales Boksburg Ekurhuleni Panelbeaters & Spraypainters Benoni ETM Manufacturing & Components Witbank H HD Motor Spares Marble Hall Hyundai Lenasia Lenasia I Innomac Landy Specialist Durban Istyle Industries Pietermaritzburg K Khaya Lami Automotive Pretoria KNK Services Pinetown L LBH Motors Krugersdorp Lift & Compressor Services Alberton
BENEFITS OF BELONGING
With a membership of 7 500, the RMI provides a very effective collective voice that gives members considerable clout in negotiating better trading conditions. As the lead voice in the motor industry, the RMI is a member-driven organisation that constantly seeks solutions to concerns raised by members in the day-to-day running of their businesses.
72 APRIL 2017
Member’s Trading Name M Mdubane Plant Hire and Projects Mister Panelbeater Exquisite Xpress Centre MMA Cars Mogaladi Electrical & Engineering N N12 Car Care Neals Tyre Services Nigel Auto Body R R-Tegniq Tuning S SA Reserve Bank Head Office Sasol Junxion Secunda Sentra Motors Solca Auto Care Centre SRD Service Centre Suidwes Landbou Wolmaransstad SWJ Panelbeaters T Tech Art Panel & Paint The Big Friendly Giant Trading The Car Experts Towdah Investments TSC Garage V VSB Auto Repairs W West Side Motor Cycles Z Zakspeed Scrapyard Zembeleni Transport & Projects Zevenwacht Shell
City/Town KwaMahlanga Parow Pinetown Pretoria Boksburg Ladysmith Nigel Pietermaritzburg Pretoria Secunda Bloemfontein Pretoria Roodepoort Wolmaransstad Pretoria Pietermaritzburg Pretoria Roodepoort Witbank Durban Richards Bay Randburg Welkom KwaMahlanga Kuilsriver
ADVERTISERS AUTOMOBIL – APRIL 2017 EDITION CLIENTS
CONTACT
WEBSITE
Aer O Cure
011 444 6454
www.aerocure.co.za
OBC
Abandoned Solutions
073 016 8424
N/A
34
Africa Automotive Aftermarket Solutions
011 879 6000
www.aaas.co.za
31 & 51
Alert Engine Parts
011 870 0300
www.alertengineparts.com
69
Alfred Teves Brake Systems
011 898 1817
www.ate.co.za
55
Arvato South Africa
041 995 5200
www.arvatotraining.co.za
53
Audi Parts
0860434838
www.audi.co.za
26 & 27
Autocosmos Biz (Electrolog)
012 327 6210
www.autocosmos.co.za
72
Autoeasy
011 614 0003
www.autoeasy.co.za
68
Automobil Association Technical College
011 799 1068
www.aa.co.za
49
Automotive Industry Development Centre 012 564 5000
www.aidc.co.za
44 & 45
Caelex Chris Auto Electrical
012 327 5404
www.caelex.co.za
30
CDK Global
011 998 6000
www.cdkglobal.co.za
47
Ctrack
012 450 2222
www.ctrack.co.za
66
G.U.D. Holdings
031 910 3111
www.gudholdings.co.za
19
Gumtree South Africa
011 100 8600
www.gumtree.co.za
37
Kigima Auto Electrical Training Centre
012 327 2586
www.kigima.co.za
52
Highveld Garage Equipment
012 330 0540
www.hge.co.za
67
Moto Health Care
0861 000 300
www.motohealthcare.co.za
10 & 11
Motor Industry Staff Association
011 476 3920
www.misa.org.za
35
NAACAM
0861 101 475
www.naacamshow.co.za
7
Probe Corporation
011 453 0924
www.probegroup.co.za
IBC
Rex Diff & Gearbox
011 823 4383
www.rdg.co.za
IFC
Robert Bosch
011 651 9600
www.bosch.co.za
15,43 & 65
Silver Falcon Trading
083 628 2288
www.hurricaneauto.co.za
70 & 71
Snap On Africa
0861762 766
www.snapon.co.za
42
Triple - E Training Holdings
010 597 7611
www.eee.co.za
57
Volkswagen Parts
0860434737
www.vw.co.za
38 & 39
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PAGE
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Tel: (044) 874-4175 Fax: (044) 874-3706 Tel: (011) 879-6000 Fax: (011) 454-0200
Tel: (013) 752-4821 Fax: (013) 752-4869 Tel: (041) 390-3000 Fax: (041) 373-0090
Pretoria
Tel: (012) 377-7500 Fax: (012) 377-3896
APRIL 2017
73
TAIL PIECE
Paving the autonomous path Carmaker chooses hi-tech communications conference to showcase its autonomous sports car and personal assistant. TU-Automotive’s Paul Myles and Andrew Tolve report
F
rench manufacturer Peugeot chose last month’s Mobile World Congress 2017 in Barcelona to unveil its vision of a fully autonomous car. The Peugeot Instinct concept is a shooting brake – an estate or station wagon by more common definitions – propelled by an electrically driven powertrain that offers a sporting 220kW. Peugeot spokesmen say the vehicle boasts ‘drive’ and ‘autonomous’ mode features which allow the driver the choice of an engaging drive or the convenience of a fully autonomous vehicle. Even the driverless mode offers the choice between a sports experience with ‘autonomous sharp’ or more relaxed ‘autonomous soft’ settings. On board technology includes an IoT platform – Samsung’s ArtikCloud – which syncs with the driver’s devices allowing the car to learn its user’s preferences and preconfigure settings such as driving mode, seat and interface settings, ambient lighting and audio. In effect, the system becomes the driver’s butler or PA – synchronising with the user’s diary and the vehicle’s navigation system to issue timeous prompts
74 APRIL 2017
regarding appointments, schedules or activities, taking into account traffic patterns and weather conditions.
leaving to launch his own start-up, the selfdriving truck company Otto.
In a statement, David Peel, managing director of Peugeot UK, said: “The autonomous future is happening now, and the Instinct demonstrates how this can still be driven by a passion for brilliant design and driving pleasure.”
It is alleged he installed special software to conceal his activities and access the files, downloaded them to an external hard drive, then installed a new operating system to cover up the whole operation. There is no word yet on how Google pieced this together, but the details sound alarming.
In another development on the autonomous front, the race to get driverless cars on the road has been cordial over the past five years with tech companies and carmakers amiably sharing the spotlight side by side – often even encouraging each other forward in the name of greater human good.
The most sensitive and valuable information that Levandowski allegedly downloaded relates to LiDAR circuit board designs. Uber says it takes the suit seriously and is launching its own investigation. We’ll see how it all plays out in court.
That all changed recently when Waymo, Google’s self-driving car company alleged that Uber’s self-driving car project is built on a remarkable feat of cyber espionage. This isn’t your typical corporate bellyaching about suspicious similarities. Waymo claims that Anton Levandowski, a former manager in its self-driving car project and now the head of Uber’s selfdriving car efforts, stole 14 000 files of confidential and proprietary information off his company laptop shortly before
Finally, remote control apps are rife with security flaws that open vehicles up to theft and remote steering, according to research from Kaspersky Lab. The lab tested seven remote car control applications developed by major car manufacturers which, according to Google Play statistics, have been downloaded up to five million times. The researchers discovered that most of the apps could be easily reverse engineered, offered no defence against rooting or app overlaying, and stored logins and passwords in plain text. That’s like leaving a key under a doormat for a cyber-criminal.
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Aer-o-cure provides an air-tight solution for refinishing professionals. Aer-o-cure’s Combination Downdraught Spraybooths are designed for automotive refinishers that demand a reliable, high quality paint process with minimum running costs. The powerful downdraft ventilation system guarantees a healthy working environment and optimal conditions for painting, removing all vehicle overspray immediately and ensuring a mirror-perfect finish after baking. Minimising energy usage during both the painting and baking cycles is a high priority and is achieved through precisely controlling the motor’s speed via the Microprocessor control. Energy-saving neon lighting is utilised to provide uniform conditions allowing for correct colour tones to be achieved with absolute precision. For a complete Aer-o-cure Spraybooth and Mixing Room solution, visit our website or call now for more information.
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